2021 INTEGRATED
Report
BRF 2021 INTEGRATED REPORT
WELCOME
IDENTITY
STRATEGY
RESULTS
GRI
ANNEXES
1
contents
1
Welcome
Report and
materiality
A message from our
leadership
Covid-19 and social
actions
Our journey in
2021
2
Identity:
BRF
Our essence
Business model
Corporate
Governance
Ethics and
transparency
3
Strategy: our
future vision
4
Results:
our value
generation
5
GRI Summary
6
Annexes
Scenarios and
perspectives
Business
performance
General disclosures
GRI supplement
Material topics
SASB Indicators
Risk management
Allocation of capital
Innovation and
technology
BRF Sustainability
Plan
Quality and food
safety
Development of our
team
Responsibility in the
value chain
Animal welfare
Environmental
Management
Assurance Letter
Corporate
information and
credits
2
1.
WELCOME
IN THIS CHAPTER:
• Report and materiality
• A message from our leadership
• Covid-19 and social actions
• Our journey in 2021
BRF 2021 INTEGRATED REPORTWELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGY 3
Welcome GRI 102-29, 102-50, 102-53, 102-46, 102-56
Once again, we are proud to present BRF’s
Integrated Report, in line with best reporting
practices and with our commitment to
the transparency and completeness of the
information that we publish to the market.
Over the next few pages, we will be expanding
on the topics that are of most importance
to our business and to our stakeholders,
including food quality and safety; animal
welfare, the development of our human capital;
actions taken to combat climate change and
responsibility in the value chain. We will also be
looking at the advances made in relation to the
targets found in the BRF Sustainability Plan and
how we create value for our stakeholders.
We will be presenting the challenges faced
in yet another year marked by the Covid-19
pandemic, but also the advances we have
made in innovation in our products and
business sectors. The report also presents
our strategy for the allocation of capital over
the coming years, our economic-financial
performance and the initiatives designed for
our publics - customers, suppliers, integrated
producers, employees and society.
option of the Global Reporting Initiative
(GRI) Standards, as well as for the Value
Reporting Foundation (VRF) integrated report.
Furthermore, the Sustainable Development
Goals (SDGs) are taken into consideration and,
for the first time, we are reporting standards
established by the Sustainability Accounting
Standards Board (SASB).
Through this report, we are also holding
ourselves accountable in relation to the
principles of the United Nations Global
Compact, of which we have been signatories
since 2007, and we here outline the progress we
have made in this area.
The information refers to the majority of our
operations, including Brazil and markets such
as the United Arab Emirates and Turkey. The
exceptions are highlighted in footnotes and
refer to operations that have been recently
discontinued or that are in the process of
integration. The veracity of the data has been
ensured by an independent external audit,
performed by KPMG, and approved by the
Executive Board by Administrative Council.
In relation to the period January 1 to December
31, 2021, this report has been developed in
accordance with the directives of the Core
The economic-financial indicators correspond
to our financial statements and adhere to
Brazilian standards and the International
Financial Reporting Standards (IFRS), in
accordance with the standards of the Brazilian
Securities Commission (CVM) and the Security
Exchange Commission (SEC). The senior
management of BRF assumes full responsibility
for this report and recognizes the efforts
made in terms of the application of
integrated thinking in the conception
and structuring of the document.
GRI 102-45
CAPITALS MARKET BEST PRACTICES
In addition to the directives for the drafting of the report,
we also meet the demands for transparency set down
by different sectors of the capitals market, such as the
Corporate Sustainability Index (ISE) of the Brazilian Stock
Exchange (B3), the criteria of the Brazilian Association of
Publicly-Held Companies (ABRASCA), and the requirements
of the Dow Jones Sustainability Index (DJSI) published by
the New York Stock Exchange.
DOUBTS AND SUGGESTIONS GRI 102-53
Any doubts or suggestions related to the content of this
report may be clarified by contacting us at:
Phone:
E-mail:
(+ 55 11) 2322-5052/ 5061-5048
acoes@brf.com
BRF 2021 INTEGRATED REPORTWELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGY
4
MATERIALITY PROCESS
IDENTIFICATION
AND ANALYSIS:
mapping of the
stakeholders and
analysis of internal
documents, and
sectoral and
benchmarking
studies for the
creation of an initial
list of issues that
are of importance
to the Company;
PRIORITIZATION OF
ISSUES:
11 interviews with BRF’s
senior management and
on-line consultations
with stakeholders —
academics, customers,
employees, sector
entities, suppliers,
government, press,
financial institutions,
investors, partners,
unions and the third
sector - to be able to
prioritize the issues listed;
ANALYSIS AND
CONSOLIDATION:
investigation and
consolidation of the
results obtained
during the research
performed with the
internal and external
publics and creation
of the materiality
matrix with 10 topics
considered priority
for the business and
for the stakeholders.
Materiality
GRI 102-21, 102-29, 102-40, 102-42, 102-43,
102-44, 102-46, 102-47, 102-49, 103-1
In order to be able to present relevant
content that is in line with the demands of
our stakeholders, we reviewed our materiality
matrix in 2021 to be able to identify and provide
transparency on the matters that have the
greatest impact and influence on our business
and for our stakeholders.
In line with the principles of materiality of the
GRI Standards and the VRF’s Framework of
Integrated Reporting, the process included the
following stages:
CONSULTATION WITH
STAKEHOLDERS
During the prioritization phase, we collected
a total of 2,748 feedback messages from our
various publics through an online survey.
Furthermore, to understand the business
vision, eleven interviews with members
of senior management were conducted,
including with the CEO, vice-presidents and
directors of the company.
BRF 2021 INTEGRATED REPORTWELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGY 5
The company’s
capitals
MATERIAL TOPICS AND LIMIT OF THE IMPACTS GRI 102-44, 102-46, 102-47, 103-1
Limit of the impacts
Topics
Scope of the theme
Within the company
Outside the company
GRI and SASB indicators
SDGs
Management of Greenhouse Gases
(GHGs)Emissions, energy use,
prioritization of renewable sources
and transition to a low carbon
economy, as well as the management
of water and effluents, recycling
and reuse of water, study of hydro-
vulnerability in the surrounding areas
and responsible use of water, with a
focus on a reduction of use in all our
processes.
Social actions of the BRF Institute
(IBRF) and the Company throughout
the value chain, including
communities, partners, suppliers and
internal actions. This also involves
measures for the prevention of impact
on the communities and actions in
relation to social vulnerability and a
scenario of food insecurity.
Changes to the
climate, water and
energy
Social
responsibility
Applies
Employees; customers; communities;
shareholders; investors and financial
institutions; strategic partners;
procurement; grain suppliers;
integrated producers; and consumers.
Applies
Communities; shareholders; investors
and financial institutions; strategic
partners; procurement; grain suppliers;
integrated producers; and consumers.
103 | 201-2;
103 | 302-1; 302-2; 302-3; 302-4;
103 | 303-1; 303-2;
303-3; 303-4; 303-5; 103 | 305-1;
305-2; 305-3; 305-4; 305-5; 305-6;
305-7;
SASB FB-MP-110a.1; FB-MP-
110a.2; FB-MP-130a.1; FB-MP-
160a.2;
SASB FB-MP-140a.1; FB-MP-
140a.2; FB-MP-140a.3
103 | 203-1; 203-2; 103 | 204-1;
103 | 308-1; 308-2; 103 | 408-1;
103 | 409-1; 103 | 412-1; 412-2;
412-3; 103 | 413-1; 413-2; 103 |
414-1; 414-2; 103 | 419-1; FP1;
FP2; SASB FB-MP-430a.1; FB-
MP-430a.2;
Key:
Manufactured Capital
Intellectual Capital
Human Capital
Social and Relationship Capital
Natural Capital
BRF 2021 INTEGRATED REPORTWELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGY
6
The company’s
capitals
MATERIAL TOPICS AND LIMIT OF THE IMPACTS GRI 102-44, 102-46, 102-47, 103-1
Limit of the impacts
Topics
Scope of the theme
Within the company
Outside the company
GRI and SASB indicators
SDGs
Promotion of appropriate feed, a
suitable environment, good health
conditions, possibility of expression
of natural behavior, humanitarian
management and training and raising
of the awareness of all who have
contact with the animals.
Animal welfare
Applies
Customers; shareholders; investors
and financial institutions; strategic
partners; procurement; grain suppliers;
integrated producers and consumers;
government; printed and digital media;
and employees
G4-FP10; G4-FP11; G4-FP12;
G4-FP13; SASB FB-MP-160a.1;
FB-MP-160a.3; FB-MP-260a.1;
FB-MP-410a.1; FB-MP-410a.2;
FB-MP-410a.3; FB-MP-440a.1;
FB-MP-440a.2; FB-MP-440a.3
Valorization, training, qualification of
employees, benefits, remuneration
policy, as well as mechanisms for the
attraction and retention of talents.
This also involves actions based upon
the principles of: inspiring leadership;
cultivation of talents; a culture of
excellence; and pride in being BRF.
Human and
organizational
development
Applies
Employees ; grain suppliers
and integrated producers
103 | 201-3;
103 | 401-1; 401-2; 401-3;
103 | 403-1; 403-2; 403-3; 403-4;
403-5; 403-6; 403-7; 403-8; 403-
9; 403-10;
103 | 404-1; 404-2; 404-3
103 | 405-1; 405-2; 103 | 412-1;
412-2; 412-3; SASB FB-MP-
320a.1; FB-MP-320a.2
Key:
Manufactured Capital
Intellectual Capital
Human Capital
Social and Relationship Capital
Natural Capital
BRF 2021 INTEGRATED REPORTWELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGY
7
The company’s
capitals
MATERIAL TOPICS AND LIMIT OF THE IMPACTS GRI 102-44, 102-46, 102-47, 103-1
Limit of the impacts
Topics
Scope of the theme
Within the company
Outside the company
GRI and SASB indicators
SDGs
Culture of ethics, adoption of
integrated best practices and
behavior in the Company and in the
relationship with all the publics. This
involves the corporate policy for
prevention of anti-trust practices, a
system of integrity and anti-corruption
actions.
Ethics and
transparency
Applies
Customers; shareholders; investors
and financial institutions; strategic
partners; procurement; grain suppliers;
integrated producers and consumers;
government; printed and digital media;
and employees
103 | 201-3;
103 | 401-1; 401-2; 401-3;
103 | 403-1; 403-2; 403-3; 403-4;
403-5; 403-6; 403-7; 403-8; 403-
9; 403-10;
103 | 404-1; 404-2; 404-3
103 | 405-1; 405-2; 103 | 412-1;
412-2; 412-3; SASB FB-MP-
320a.1; FB-MP-320a.2
103 | 201-4; 103 | 205-1; 205-2;
205-3; 103 | 206-1; 103 | 207-1;
207-2; 103 | 307-1; 103 | 415-1;
103 | 419-1
Promotion of an environment that
is propitious to the innovation of
processes and technology, and that is
capable of responding and adapting
to changes as well as to the new
demands of the market.
Applies
Employees; customers; procurement;
integrated producers; government
103 Management| approach
Combating food waste throughout the
value chain.
Applies
Customers; shareholders; investors
and financial institutions; consumers;
government and communities
103 | 306-2
Innovation and
technology
Food waste
Key:
Manufactured Capital
Intellectual Capital
Human Capital
Social and Relationship Capital
Natural Capital
BRF 2021 INTEGRATED REPORTWELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGY
8
The company’s
capitals
MATERIAL TOPICS AND LIMIT OF THE IMPACTS GRI 102-44, 102-46, 102-47, 103-1
Limit of the impacts
Topics
Scope of the theme
Within the company
Outside the company
GRI and SASB indicators
SDGs
Optimization of the packaging
structures to reduce the consumption
of materials and, at the same time,
maintain the level of protection
for the product. This involves the
commitment to increasing the
recyclability of the packaging,
reduction of grammage and use
of alternative raw materials that
maintain the stability and safety of the
products.
Packaging and
recyclability
Guaranteeing the food safety and
actions with certified third parties
in accordance with international
regulations within the Food Safety
Management System.
Food safety
Preservation of species (flora and
fauna), ecosystems, biomes and/or
habitats; considering the activities of
BRF throughout the value chain, from
the origins of the grains, through to
the risk monitoring and management
processes.
Biodiversity
Applies
Consumers; society and customers
103 | 301-1; 301-3;
103 | 306-1; 306-2; 306-3;
306-4; 306-5;
103 | 417-1; 417-2; 417-3
Applies
Applies
Customers; shareholders; investors and
financial institutions;
strategic partners; procurement; grain
suppliers; integrated
producers; consumers; government;
and printed and digital media
103 | 416-1; 416-2; G4- FP5;
SASB FB-MP-250a.1; FB-MP-
250a.2; FB-MP-250a.3; FB-MP-
250a.4; FB-MP-000.A; FB-MP-
000.B
Customers; shareholders; investors
and financial institutions; strategic
partners; procurement; grain suppliers;
integrated producers and consumers;
government; printed and digital media;
and employees
103 | 304-1
Key:
Manufactured Capital
Intellectual Capital
Human Capital
Social and Relationship Capital
Natural Capital
BRF 2021 INTEGRATED REPORTWELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGY
Message from our leadership
GRI 102-14, 102-15
Lorival Nogueira Luz Jr.
Global CEO
9
Due to the pandemic, uncertainties in the
macroeconomic sphere, changes in consumers’
demands and the challenges on the international
markets, we have once again proven the
robustness of our strategy and the resilience of
BRF. The year 2021 was the first during which
we implemented our ‘2030 Vision’ and, in the
midst of many challenges, we remained focused
on making strategic investments and taking
advantage of opportunities such as austerity,
agility and discipline.
Over the course of the year, we remained guided
by the objective of offering quality food to
thousands of people in Brazil and overseas and
we did not hold back in our efforts to ensure
the health and safety of all. We maintained the
protocols of health and safety that have been
adopted since 2020 and our Multi-Disciplinary
Committee for Permanent Monitoring continued
working to monitor the global situation and
provide support for assertive decision-making.
With the advances made during the year in the
number of those immunized against Covid-19,
we were able to ensure that 92% of our workforce
was vaccinated with at least two doses.
Our actions went beyond caring solely for our
staff, with this also extending to society as a
whole. Since the beginning of the pandemic,
in 2020, we have invested R$ 100 million in
initiatives designed to provide support for
communities to be able to tackle the impacts
caused by Covid-19. In partnership with
institutions such as Unicef and BNDES, these
initiatives involved everything from donations
of food to provide support in the combating of
hunger to the provision of equipment to support
the health care sector.
In relation to our commitment to our strategic
plan and our 2030 Vision, we made important
advances. We invested in new segments such as
the pet food market. In this segment, we became
one of the three biggest players in the Brazilian
1
market, with a 10% market share
, through the
acquisition of the companies Mogiana Alimentos
and Grupo Hercosul.
BRF 2021 INTEGRATED REPORTWELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGY 10
We developed in the management of our
brands and our applied strategy proved a
great success. In the domestic market, all the
brands showed growth in terms of consumer
preference, especially in relation to the Sadia
brand which, as well as being one of the most
valued brands in the country, became Brazil’s
favorite food brand. Together with Perdigão,
the two brands achieved 43.1% preference this
year. Indeed, Qualy has consolidated itself as
the absolute leader amongst margarines. In
sales, the strength of the brands is reflected in
an 11% increase in commemorative kits, end-
of-year characteristics, and in the impressive
growth of sales via BRF’s own channels.
We made investments in the order of R$ 4.7
billion in acquisitions, and in the expansion
and modernization of our production units,
and registered an increase in our production
capacity for high-aggregated value items of
We have seen important
advances made in brand
management, innovation,
and ESG commitments.
1Source: According to estimates based upon data
provided by the Brazilian Association of Pet Industry
Products (ABINPET).
more than 30% over the year. In the international
market, we invested in plants in Bandirma in
Turkey, and in Dammam in Saudi Arabia. Also
worthy of mention is the continuity of the
shareholders' agreement with the QIA, Qatar’s
sovereign wealth fund, and in the holding
company of Banvit in Turkey.
In Brazil, innovation has been responsible
for 7% of our revenue and we continue to
invest in products that are fully aligned with
the demands of the consumer. In the value-
added pork market, we launched new products
focused on convenience and practicality
and developed campaigns focused on the
versatility of recipes, with the objective of
demystifying and boosting consumption of
this protein. We have also been promoting the
meat substitute segment, with the expansion of
the Sadia Veg&Tal line and a partnership with
Aleph Farms, an Israeli startup focused on the
production of cultured meat.
We have formalized our commitment to being
Net Zero by 2040, thus contributing to the
global efforts being made to tackle global
warming, and we have taken firm steps in this
direction. We announced investments in the
sum of around R$ 130 million in clean energy,
in the form of two important partnerships
with AES Brasil and Pontoon, covering three
important pillars of support for our business:
sustainability, through the reduction of
greenhouse gases; the economy, through
competitive costs; and operations, through a
guaranteed supply of energy to our units. BRF
is thus able to guarantee that around 90% of its
energy generation in Brazil comes from clean
energy sources. We also launched the first
carbon neutral, plant-based chicken in Brazil
in the form of Veg Frango 100% Vegetal, part of
the Sadia Veg&Tal line. The emissions of this
product are neutralized from the grain to the
consumer’s table through forest conservation.
Within this sphere of decarbonization and
the advances we have made in relation to our
ESG (environmental, social and governance)
commitments, another high point of the year
was the publication of our Sustainable Grain
Purchasing Policy. This initiative establishes
directives for the traceability of 100% of the
grains acquired from the Amazon and Cerrado
regions and reinforces our commitment
to preservation of the environment and to
controlling deforestation.
We have also made advances in our targets
concerning animal welfare, the reduction of
waste and the efficient use of natural resources.
In relation to the latter target, we ensured
that 90% of the energy (fuels + electricity)
consumed in our operations comes from
renewable sources.
BRF 2021 INTEGRATED REPORTWELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGY 11
As for our activities focused on the coming
years, in January 2022 we announced the
signing of a memorandum of understanding
(MoU) with the Public Investment Fund (PIF),
the sovereign fund of Saudi Arabia. The aim is
to create a joint venture that will operate across
the entire chicken production chain in the
country, thus expanding our operations in the
Middle East.
Finally, due to this context as a whole, I would
like to especially thank our team, made up of
more than 100,000 people, for their dedication
over the year, as well as our shareholders,
suppliers, consumers, customers, clients and
society as a whole for the confidence they have
shown. In relation to the coming years, we
remain guided by our 2030 Vision. We believe
that we are on the right path and we wish to
increasingly contribute to a better future for all,
with quality foods and the generation of value
for all our publics.
Our actions and the advances in our targets
were recognized by the market. We were listed
in the Corporate Sustainability Index (ISE)
portfolio and in the Carbon Efficient Index
(ICO2) on the B3, meaning that our sustainable
management practices have been widely
endorsed.
the expansion of our sales coverage in the
form of BRF’s entry onto the Ambev B2B sales
platform, BEES, our partnership with Magazine
Luiza, the launch of the B2B purchasing
platform via WhatsApp, and the opening of nine
new Mercato Sadia stores over the course of the
year.
Our digital journey also led the way in 2021.
With investments in the order of R$ 180 million,
we implemented 56 digital projects and
initiatives throughout our value chain, whilst
we also trained more than 4,500 employees
in ‘Agile Culture’. In 2021, we inaugurated
one of the most advanced units using the
‘Industry 4.0’ concept, which also includes
attributes of sustainability. Operation of the
entire Seropédica unit, in Rio de Janeiro, is
performed online, and can be monitored by
means of a mobile app. The plant also makes
use of natural light and 10% of its energy
consumption comes from the 600 solar panels
it has installed.
We have also invested in the digital journeys
connected to commodities, the agri-
platform and logistics, as well as in our
global operations, whilst we have also taken
steps forward in our omnichannel strategy.
More even than focusing on our operational
excellence, brand management and the quality
of our products, however, we are committed
to meeting the needs of our customers and
consumers whenever, wherever and however
they wish. On this front, one highlight has been
All of these advances and the discipline
involved in the execution of our 2030 Vision
have allowed us to achieve a Net Revenue of
R$ 48.3 billion, a growth of 22.5% in relation to
2020, and an Adjusted Ebitda of R$ 5.6 billion,
7.2% greater than that of the previous year. In
relation to indebtedness, we remain guided by
financial discipline and our proforma leverage
2
totaled 2.17x
during the period.
Also in 2021, we performed important actions
for our future, amongst which one highlight
was the performance of the (follow on) share
offer, with R$ 5.4 billion being raised, thus
contributing to the strengthening of our capital
structure in 2022 and allowing us to continue
with our plans for evolution. As a result of
this raising of capital, our financial discipline
and control of the leverage, our S&P risk
classification relative to the credit note rose
from “BB-” to “BB” and, on a domestic scale,
from “brAA+” to “brAAA”.
2. Proform leverage, including the raising of
R$ 5.4 billion through the follow-on.
BRF 2021 INTEGRATED REPORTWELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGY 12
Covid-19 and social actions
In 2021, the Covid-19 pandemic continued to
affect people’s lives, in various sectors and in
the macroeconomic global scenario. Due to
this situation, we continued with our objective
of feeding thousands of families in Brazil and
overseas, without relinquishing our commitment
to the health and safety of all, through the
adoption of numerous measures designed to care
for those involved in our operational areas.
and installation of dividing panels to employees
being stopped upon entry to have their
temperatures taken. As a safety measure, those
employees in groups at risk who were unable
to work from home, remained at home without
any deduction to their salary or benefits and,
to keep production levels up, we strengthened
the operations teams along with a series of
measures.
We celebrated 92% of
our workforce getting
vaccinated with two doses
by the end of 2021
For the health and safety of our employees,
we have continued with the protocols
implemented in 2020. The Multi-Disciplinary
Committee for Permanent Monitoring, made
up of the Company’s senior executives and
external specialists, remained active in order
to analyze the global scenario and support the
taking of effective decisions.
In the Company’s operations, we have
seen an adaptation of structures, from the
transportation of employees to the units,
organization of free spaces in the dining halls
Due to the availability of vaccines 98% of our
functional staff had received one dose of the
vaccine and 92% had received two complete
doses by the end of 2021. Also worthy of note
is the continuity of psychological support
programs for employees and tele-medicine
doctors’ appointments, as well as the extension
of our 24h hotline services (Dr. BRF) to more than
30,000 third parties and integrated producers.
SUPPORT FOR SOCIETY
Due to the worsening of the social indicators in
Brazil, we have developed a number of initiatives
designed to provide support for our society,
involving various actions designed to fight
hunger and make donations of equipment to
hospitals. Since the beginning of the pandemic,
in 2020, we have invested R$ 100 million in health
care and social assistance initiatives designed
to face the impacts caused by Covid-19. The
actions took place in 13 states in Brazil and in the
READ MORE
about our activities
during the pandemic
that we structured by
implementing control
measures throughout
the chain.
BRF 2021 INTEGRATED REPORTWELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGY Federal District, providing support for more than
70 municipalities, in Chile, the Middle East, in
regions such as the United Arab Emirates, Kuwait
and Turkey, and in Asia, in Singapore.
In 2021 alone, more than 451,000 health care
items, such as personal protective equipment
and hospital materials, were donated to the
Municipal and State Health Care Departments
and Hospitals, principally those providing
services within the national public health care
system (SUS). The company also took part in the
BNDES’ ‘Matchfunding Salvando Vidas’ program,
making a donation to ensure that these materials
reach health care institutions, with the financial
sum being doubled by the bank, thus increasing
the impact of the initiative to R$ 6 million.
BRF also donated more than 660 tons of food.
As well as the donations coordinated by the BRF
Institute (IBRF), that principally benefited social
organizations and projects in the municipalities
where the company’s operations are located, we
joined forces with institutions such as the Banco
do Brasil Foundation, ‘Ação da Cidadania’ and
‘Amigos do Bem’ to extend the reach of the food
donations, thus contributing to tackling hunger,
a situation that has gotten worse in Brazil due to
the pandemic.
Through the ‘Our Part For the Whole Fund Call
Notice’, the BRF Institute selected 50 initiatives,
in 17 municipalities, to receive R$ 1.8 million
in investments on different fronts focused on
confronting the social impacts of Covid-19 in the
communities where BRF operates. Launched in
December 2020, the Fund received more than
370 registrations connected to the themes of
Generation of Work and Income, Health Care
and Emergency Actions, Food Safety and Social
Security.
The IBRF also signed a partnership with the
Votorantim Institute for implementation of the
Support for Public Administration of Health Care
Program (AGP Saúde). Designed for Brazilian
municipalities with up to 350,000 inhabitants,
the initiative aims to improve access to technical
resources for the area of health care, as well as
improve administration. With the IBRF, seven
municipalities are being included - Vitória de
Santo Antão (PE); Buriti Alegre (GO); Lajeado (RS);
Marau (RS); Lucas do Rio Verde (MT); Paranaguá
(PR) and Ponta Grossa (PR) — which, together,
are home to a total of 800,000 inhabitants.
With a view to combating the various impacts
of the pandemic on society, the BRF Institute
has also entered into partnerships to support
strategic social recovery projects. One highlight is
the partnership established with Unicef, that will
remain in place until the end of 2022, enabling
social protection and safe access to water and
health care for children and young people.
Another example is the partnership entered
into with the Ayrton Senna Institute, which will
also run through until the end of 2022, aiming
to mitigate the possibilities of children falling
behind in their studies, with more than 400,000
students benefiting from the project.
13
READ MORE
Read more detailed information on
these and other initiatives on our portal
dedicated to our actions combating
Covid-19.
ESG FORUM: POST-PANDEMIC SOCIAL CHALLENGES
With the continued commitment to including sustainability
into its governance, twice a year, since 2020, the Company
has been holding the ESG Forum, expanding the discussion
on the ESG agenda to the market and to society. At the first
event, held in 2021, we launched our commitment to being
Net Zero by 2040. At the second, meanwhile, BRF executives
and specialists discussed today’s social challenges, which
have been made worse by the pandemic, and reflected upon
people’s day-to-day lives and the importance of different
agents for transformation. With the theme of “S, an agenda
that is conjugated in the plural”, the discussion further
reinforced the need for actions in the fight against Covid-19.
BRF 2021 INTEGRATED REPORTWELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGY BRF RELATÓRIO DE SUSTENTABILIDADE 2019
JORNADA 2020
A BRF
ESTRATÉGIA E RESULTADOS
PESSOAS
SUSTENTABILIDADE
RELATO
3
14
Innovation centers
Production units
Distribution centers
Commercial offices
1
1
2
3
Uruguay, Argentina, Paraguay, Chile,
Bolivia, Peru, Equador, Colombia,
Venezuela, Guyana, French Guyana,
Suriname, Panama, Costa Rica,
Nicaragua, Honduras, El Salvador,
Guatemala, Mexico, Dominican
Republic and Puerto Rico
Innovation centers
Production units
Distribution centers
Commercial offices
1
5
11
7
Turkey Iran, Iraq, Lebanon, Israel,
Saudi Arabia, Yemen, Oman,
UAE, Qatar and Bahrain
Distribution centers
Commercial offices
13
6
China, India, Nepal, Bhutan,
Bangladesh, Myanmar, Laos,
Thailand, Cambodia, Vietnam,
South Korea, Japan, The
Philippines, Malaysia, Singapore,
Indonesia and East Timor
Our
journey
in 2021
GRI 102-4
More than 4.6 million tons of
food produced in 2021
38 industrial units in Brazil
and 6 in other countries
54 distribution centers
globally, including BRF One Pet
More than 300,000
customers and
we make more than
500,00 deliveries per month
More than 100,000 employees from
90 nationalities
Innovation centers
Production units
Distribution centers
1
38
28
Brazil
Commercial offices
1
Mauritania, Mali, Niger, Chad,
Sudan, Ethiopia, Djibouti,
Somalia, Senegal, Gambia,
Guinea-Bissau, Guinea, Sierra
Leone, Ivory Coast, Burkina Faso,
Ghana, Togo, Benin, Nigeria,
Cameroon, Central African
Republic, South Sudan,
Equatorial Guinea, Gabon,
Congo, Democratic Republic of
the Congo, Uganda, Rwanda,
Burundi, Kenya, Tanzania,
Angola, Zambia, Malawi,
Mozambique, Namibia,
Botswana, Zimbabwe, South
Africa, Lesotho, Swaziland
and Madagascar
BRF 2021 INTEGRATED REPORTWELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGY BRF RELATÓRIO DE SUSTENTABILIDADE 2019
JORNADA 2020
A BRF
ESTRATÉGIA E RESULTADOS
PESSOAS
SUSTENTABILIDADE
RELATO
3
15
ENVIRONMENTAL
MANAGEMENT
R$ 134.6 million i nve s t e d i n
e nv i ro n m e n t a l i m p a c t re d u c t i o n p ro j e c t s
4 u n i t s re - c e r t i f i e d w i t h t h e I S O 1 4 0 0 1
E nv i ro n m e n t a l M a n a g e m e n t S y s t e m
100% o f t h e u n i t s i n Tu r key
c e r t i f i e d " Ze ro Wa s t e "
7.3% re d u c t i o n i n t h e wa t e r
c o n s u m p t i o n i n i n t e r n a t i o n a l o p e ra t i o n s
SOCIAL RESPONSIBILITY
R$ 100 million allocated in
actions designed to fight
the pandemic since 2020
3,076,575 people impacted through
food donations and investments
from the BRF institute
R$ 5.8 million invested in social
innovation by the BRF Institute
76% of operations with actions of
engagement in the communities in Brazil
OUR TEAM
100,131 employees
24% of the senior
management made
up of women
28.78 average number of
hours of training per
employee
100% of management
covered by performance
analysis
P E R F O R M A N C E
O F T H E B U S I N E S S
R$ 48 .3 b i l l ion
in net revenue
R$ 5 .5 b i l l ion in EB ITDA
11 .5% EB ITDA marg in
R$ 517 m i l l ion in net pro f it
3 ,12x net leverage
NET ZERO
3% reduction in Scope 1 and 2
emissions in relation to the
base year (2019)
Launch of the carbon neutral ‘Veg
Frango 100% Vegetal’ product, part of
the Sadia ‘Veg&Tal’ line
Partnership with AES and Pontoon for
wind and solar energy
Installation of solar panels at the farms
of more than 100 integrated producers
75% traceability of grains acquired
from direct suppliers in the Amazon
and Cerrado biomes
ANIMAL WELFARE
54% of BRF’s manufacturing
units globally certified in animal
welfare
100% of poultry in the
integrations are cage-free in
Brazil
53,6% of collective gestation
housing for sow*
I N N OVAT I O N
R$ 244 million investor in
Research and Development
234 SKUs launched globally
79% of the 24 patents
requested were granted
*commitment to achieve
100% by 2026
BRF 2021 INTEGRATED REPORTWELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGY 16
2.
BRF
IN THIS CHAPTER:
MATERIAL TOPICS:
• Our essence
• Business model
• Corporate Governance
• Ethics and transparency
ETHICS AND
TRANSPARENCY
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 17
Identity: BRF
We are BRF S.A., a global foods company with
head offices in Brazil, in Itajaí, Santa Catarina, and
businesses that involve markets in 127 countries
and more than 300,000 clients. Our objective is to
offer increasingly tasty and practical, top-quality
foods to people and their pets all over the world,
through sustainable management, that provides a
better life for all, from the field to the table.
With well-established brands such as Sadia,
Perdigão, Qualy and Banvit, BRF was founded
almost nine decades ago and now occupies a
position amongst the world’s leading producers
of poultry, pork and processed foods.
GRI 102-1, 102-2, 102-3, 102-6, 102-7
We have a vibrant, extensive, complex and
structured production chain, that unites the
creation and slaughter of animals, industrial
production and distribution from our factories
to points of sale, the operation of which is the
responsibility of a dedicated team of more than
100,000 employees and 90 nationalities, providing
the Company with a wide range of experiences
and talents.
We also have more than 9,900 integrated
producers and a base of approximately 30,000
suppliers, including centers and branch units,
from other categories, responsible for providing
the Company with raw materials and technologies
that are essential to the success of the business.
The operational structure totals 44 plants (38
of which are in Brazil), 54 distribution centers
GRI 102-7
globally and 17 offices outside Brazil.
The focus of our strategy currently lies in the
domestic, Halal and international markets,
with an emphasis on the Middle East and Asia.
We produce and commercialize frozen goods,
fresh proteins, margarines, cold cuts, sausages,
vegetables, ingredients and animal feed - a
segment in which we have expanded our structure
over the past year, through the acquisition of two
companies. We are working to be an increasingly
more circular model company, taking full
advantage of animal protein and the generation
and distribution of value.
GRI 102-6, 102-10
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 18
PORTFOLIO & BRANDS GRI 102-2
Our history is notable for the joining of two of
the most iconic brands in the food products
industry: Sadia and Perdigão. Over time, we
have built a reputation of leadership in the
market in different categories, based upon the
attributes and portfolios of each brand. Read
more about the most important ones:
Our actions and thinking are guided by an
increasingly strong culture, that is based upon
the triumvirate of Safety, Integrity and Quality.
These are commitments that support investments,
innovations, and governance and management
processes, reflecting our increased maturity
and learning over recent years. We also work in
alignment with our Sustainability Plan, published
in 2020, that reinforces our journey and global and
cross-sectional ESG commitments on issues such as
climate change, animal welfare and combating food
waste.
BRF is a listed company, with shares listed on the
Brazilian Stock Exchange (B3) and United States
stock exchanges. The Company closed 2021 with a
market value of R$ 18.3 billion.
GRI 102-5
In 2021, guided by a management model that seeks
to recover BRF results, control the leverage, and
ensure the resilience and longevity of the business,
we recorded a net revenue of R$ 48.3 billion and and
EBITDA of R$ 5.6 billion.
GRI 102-7
Our work is guided by avenues of growth that are
detailed in the 2030 Vision to build a company that is
consistent with its potential and capacity, investing
in innovation - there were 234 SKUs on a global scale
(87 in Brazil, 128 in the international market and
19 in the PET segment, following the acquisition of
the Hercosul Group and Mogiana), new businesses,
productivity and diversification of geographies,
thereby consolidating our objective of feeding the
world.
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 19
Our essence GRI 102-16, 102-43
Our 2030 Vision requires a broad and gradual
transformation of the bases upon which we
create our results. All this effort is based upon
leadership and requires the engagement of
the BRF team, a multicultural group containing
behavioral traits that reflect the wide range of
experiences and careers of each professional.
In order to mature our own understanding of
the business and how it materializes in the
actions of the teams, at the end of 2021 we
performed a Global Engagement Study that
involved 51,000 participants and boasted a
general engagement index of 83%.
This study showed BRF’s senior management
the main differences within the organizational
culture, as well as their areas of improvement
and the challenges posed to the promotion of
an environment that is open to development.
As in previous editions, the performance of
BRF was monitored in the BRF Commitments
to Safety, Quality and Integrity, and adherence
to the principles of our ‘Essence’ (people,
interdependence and results).
BELIEF
A better future for everyone requires ever more
quality food.
COMMITMENTS
• Quality
• Safety
• Integrity
PRINCIPLES
• People
• Interdependence
• Results
PASSION
A passion for food and for bringing food to the
tables of millions of people.
PURPOSE
Better Life - To offer increasingly tasty and
practical quality food, for people in the whole
world. We do this through the sustainable
management of a live, long and complex supply
chain that offers a better life to all, from farm to
table.
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT Business model
MISSION, VISION
AND VALUES
BELIEF
A better future for everyone
requires ever more quality food.
PURPOSE
Better Life: To offer increasingly
tasty and practical quality
food, for people in the whole
world. We do this through the
sustainable management of a
live, long and complex supply
chain that offers a better life to
all, from farm to table.
COMMITMENTS
Safety, Quality and Integrity
PRINCIPLES
Independence, People and
Results
PASSIONATE
ABOUT WORKING
WITH FOOD
PRINCIPAL CAPITALS ACCESSED
FINANCIAL CAPITAL
R$ 1,567 million
in operating
cashflow
R$ 17,332 million
in net debt
3.12X in net leverage and 2.17x in pro-
forma financial leverage, taking into
account funds from the follow-on
INTELLECTUAL CAPITAL
The BRF Digital Journey is driving the
operation towards industry 4.0. The BRF
Hub guarantees an integrated ecosystem
of open innovation
SOCIAL CAPITAL
R$ 5.8 million contributed by
the BRF Institute in social innovation
MANUFACTURED CAPITAL
44
54
3
17
innovation centers
production units
distribution centers
•
•
•
commercial offices
•
NATURAL CAPITAL
8641.08 ML
of
water consumption
280,087 tons (t)
of waste directed
to recovery
processes
32 million Gigajoules
(GJ) of energy
consumption
3,646,097 tons (t)
of animal protein
produced
20
INPUTS, BUSINESS
ACTIVITIES AND OUTPUTS
IMPACTS
OR OUTCOMES1
VALUE GENERATION
INPUTS
Raw-materials, grains
and feed
BUSINESS
ACTIVITIES
Food production,
commercial
activities, supply
chain management,
logistics and post-
sales process
OUTPUTS
Foods in the pork,
poultry, ready meals
and meat substitutes
segments / Foods in
the pet segment
FINANCIAL
(+)
cashflow
(–)
indebtedness
NATURAL
(–)
fines, sanctions or
notifications
animal welfare
(+)
(–)
emissions of greenhouse
gases
HUMAN
(+)
professional
development of
personnel
(+)
(–)
(–)
percentage of favorability
in climate studies
epidemics
occupational illnesses
and work-related injuries
1 The signs ‘(-)’ and ‘(+)’
inform whether the impact
is, respectively, negative or
positive.
INTEGRATED
PRODUCERS
social impacts and
environmental
licenses
More than 9,900
integrated producers
INVESTORS AND
SHAREHOLDERS
R$ 5,559 million
(adjusted Ebitda)
R$ 517 million
net profit (ongoing
operations)
R$ 18.3 billion
(on 31-Dec-2021)
in market value
CLIENTS
Leadership and protagonism in the global
foods industry 234 new products launched
CIVIL SOCIETY
Measurable social impact, resulting
from actions and interventions in the
communities
346
social actions
Almost
2,500
volunteers
More than
12,000
hours
volunteered
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT Corporate Governance
As one of the biggest foods companies in the
country, we maintain a structure of decision-
making that seeks to ally the experience and
professionalism of the senior management with
management policies guided by our essential
commitments.
The unrestricted collaboration between BRF
and the Brazilian and foreign authorities was
reaffirmed during the investigation, and the
disclosure of the results has strengthened
the belief of our senior management in the
commitments to Safety, Quality and Integrity.
BRF is a company listed on the B3 - Brazilian
Stock Exchange and on the New York Stock
Exchange - ADR Level III. In its accounting
practices and financial statements it meets
international accounting standards (IFRS)
and the stipulations of the Internal Control of
Financial Reporting System (ICFR), based on the
Sarbanes-Oxley Law (SOX). We are members
of the ‘Novo Mercado’ (‘New Market’) on the
Brazilian Stock Exchange and, as such, we
adhere to best practices, based upon the pillars
of ethics, transparency and equity.
The year 2021 was notable for market,
macroeconomic and sanitary challenges that
reinforced the importance of BRF’s corporate
governance structure. In the first quarter of the
year, the Division of Enforcement of the United
States’ Securities and Exchange Commission
(SEC) concluded an investigation that had
been underway against the Company, based
upon the facts investigated in the ‘Operações
Carne Fraca e Trapaça’. Based upon information
held by the SEC, no enforcement actions were
recommended against the business.
Another important event was the acquisition
of shares in BRF by Marfrig, a company
occupying a leading position in our sector. The
approximation between the two companies
reinforces the synergies and contributions
of knowledge of the market to the various
instances of government, guaranteeing the
participation of minorities in the decision-
making processes, in line with the demands of
the Novo Mercado.
Also of great importance was the first share
offer, a decisive move for the capitalization
of the Company and for the expansion of its
investments tied to the 2030 Vision that was
established at the beginning of 2022. Around
R$ 5.4 billion was raised through this operation,
reiterating the confidence the market has in the
strategy and resilience of the business, based
upon the premises of financial discipline, global
expansion and innovation.
21
BRF AMONGST THE MOST TRANSPARENT
COMPANIES
In 2021, BRF was noted as being amongst the most
transparent companies in relation to sustainability,
according to a study developed by the Transparency
Observatory, an initiative developed by the advisory
board of the Global Reporting Initiative (GRI) in Brazil.
The result is the fruit of the analysis of criteria such
as clarity and reliability of the annual, integrated and
sustainability reports of more than 70 companies.
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT Governance structure GRI 102-18, TCFD
Please read more below about the principal
organs responsible for the Company’s strategic
decisions: Board of Directors, Advisory
Committees, Audit and Integrity Committee,
Executive Sustainability Committee and
Executive Board.
THE BOARD OF DIRECTORS
Members: 10 (9 of whom are independent)
Responsibilities: structuring the general
business directives, representing the
legitimate rights of the shareholders, as well as
formulating and monitoring the execution of
the strategic planning.
Nomination criteria: a clean reputation,
holding no positions with competitors,
recognized experience in business
administration and no conflicts of interest.
Evaluation: the members of the Board of
Directors and the Advisory Committees
undergo a formal performance evaluation.
ADVISORY COMMITTEES
EXECUTIVE BOARD
Groups: 5
Members: 8
Responsibilities: to articulate knowledge
and areas of specific expertise in order to
support complex business decisions through
specialized recommendations.
Responsibilities: to manage the businesses
in line with the strategic directives established
by the executives and validated by the Board
of Directors.
Committees active in 2021: Finance and
Risk Management ; Personnel, Governance,
Organization and Culture; Quality and
Sustainability; Audit and Integrity; Consumer
Intelligence.
Nomination criteria: a clean reputation,
holding no positions with competitors,
recognized experience in business
administration and no conflicts of interest.
AUDIT COMMITTEE
Members: 3 (all independent)
Responsibilities: to supervise the top
management, based upon the legal
requirements and that contained in the Bylaws
and Internal Regulations. Its members are
elected by the Assembly.
READ MORE
Read the CVs and understand
the qualifications of the senior
management on our site.
22
EXECUTIVE SUSTAINABILITY
COMMITTEE
In addition to the Quality and
Sustainability Committee,
connected directly to the Board
of Directors, we have an Executive
Committee on Sustainability,
designed to further strengthen our
governance in this area. Made up
of BRF executives and an external
consultant, this body is wholly
dedicated to ESG issues.
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT
23
Ethics and transparency
GRI 102-16, 102-17, 103-2, 103-3 | 205, 206, 205-1, 206-1, 419-1
At BRF, the autonomous and independent
Compliance Department, supported by senior
management, is responsible for coordinating
and guaranteeing the ongoing improvement of
the Company's System of Integrity, aiming to
ensure and disseminate a culture of ethics and
transparency throughout the Company, from
the senior management to the employees at the
operational units.
We base all of our internal and external behaviors
and attitudes on the Transparency Manual, that
was revised and saw a new version published
in 2021. The document brings together a set of
information on cross-sectional issues, including
conflicts of interest, human rights and diversity,
fighting corruption and bribery, data privacy
and guidance on the use of the Transparency
Hotline (a channel for complaints), meeting both
legislation and the specific requirements of our
business.
In 2021, the Company also performed a series of
revisions of its regulatory documents concerning
compliance, notably: Corporate Policies relating
to the Integrity System, Conflicts of Interest,
Gifts, Presents and Hospitality, Human Rights,
Donations and Sponsorship, and the Business
Partners’ Code of Conduct. The idea has been to
bring BRF into line with the best practices of risk
management and promote the culture of integrity.
We also have a Corporate Policy on Prevention
of Anti-Trust Practices, a document that
establishes the directives concerning the
prevention of infractions to the economic order.
On this front, in 2021, no lawsuits were filed due
to unfair competition, or to trust or monopoly
practices in which the organization has been
identified as a participant in Brazil. In relation
to the overseas market, an investigation into
supposed unfair competition, filed by the
Turkish anti-trust authority against Banvit,
came to a close. The final decision cleared
Banvit of any anti-trust practices.
Another important issue concerns the
combating of bribery and corruption, which
we address in order to prevent any such
occurrences involving our employees, service
providers or business partners who interact
with either private or public agents. Cases of
non-compliance and/or suspicion of violations
should be reported using the Transparency
Hotline, which is administrated independently
and autonomously to draw together and
investigate complaints.
In our procurement of third parties, the
Compliance Board undertakes analyses
of the reputations of business partners in
procurements that could offer a high level of
risk to BRF. We also look at court cases and
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 24
official public blacklists to detect any non-
compliance and check on potential risks of
fraud, corruption or other compliance risks, in
cases of mergers and acquisitions.
The combating of bribery is also very much
on the Company's risk management radar
and, in 2020, this resulted in a pioneering step
forward in the sector, when BRF obtained the
ISO 37001 anti-bribery management system
certification, with this being renewed in 2021.
In 2021, 100% of BRF’s operations were
submitted to risk evaluation procedures in the
areas of “Anti-Ethical Conduct” and “Anti-Trust,
Corruption, Money Laundering and Violation
of Human Rights”. The principal risks identified
relate to non-compliance with the Anti-
Corruption Law, all correlated legislation and
the directives set forth in the Integrity System
and BRF’s Transparency Manual. Over the year,
there was not one case of corruption within
BRF, nor were any court cases filed against the
Company.
GRI 205-1, 205-3
In February 2021, the Division of Enforcement
of the United States’ Securities and Exchange
Commission (SEC) concluded an investigation
that had been underway against BRF, and
declared that it did not intend to recommend
any form of SEC enforcement action against
the Company in relation to the so-called
‘Operações Carne Fraca e Trapaça’
INTEGRITY SYSTEM
Eight pillars guide our Integrity System, in line with
legislation and Brazilian and international good
practices:
1.
An overall structure appropriate
to the level of risk
2.
Global policies and procedures
3.
Training, capacity building,
and communication
4.
Continuous assessment of business partners
5.
Digital controls and agile monitoring suited
to the dynamics of the business
6.
Detection and implementation
of remediation measures
7.
External engagement and sharing
of best practices
8.
Identification and mitigation
of compliance risks
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT
TRANSPARENCY
CHANNEL CONTACTS
South Africa (080) 098 0081
Saudi Arabia: (800) 814 7002
Austria: (0800) 281118
Brazil: (0800) 450 0000
Qatar: (00800)-100-879
Chile: (1230) 020 6846
China: 10-800-713-1499(N)
10-800-130- 1430(S)
United Arab Emirates: (800) 0320778
Japan: (0800)-222-2090
Kuwait: 96522279505
Oman (800) 74471
Singapore: (800) 492 2433
Turkey: (0800) 621 0202
GRI 103-2
Transparency Channel
We operate our channel for the registration of
accusations, complaints and concerns over
issues of ethics and compliance with support
from a specialist company. Anybody wishing to
file a complain can contact us via telephone or
e-mail as well as our website, with guaranteed
anonymity, should they wish it, 24 hours per
day, every day of the year, in the most spoken
languages in the locations where BRF operates,
in order for their complaint to be investigated
by the responsible areas, depending upon the
specific nature of each individual case.
Confidentiality is assured in relation to all
information sent in using this channel over
the course of the investigation process. We
fully comply with all legislation relating to the
protection of data and information security.
When the reports relate to senior management
or the Compliance Department itself, they are
analyzed by the Audit and Integrity Committee
or by the Board of Directors, as the case may be.
In 2021, 3,156 complaints were received through
this channel, of which 100% were addressed
and 2,345 cases were closed during the period
in question. Over the course of the year, 801
registered complaints were also resolved prior
to the period covered by the report.
The tool is available in different markets where
we are present, in the form of telephone
numbers (see table), and also websites
integridade.brf.com (Brazil), and compliance.
brf.com (overseas).
25
Training & communication
GRI 103-2, 103-3 | 205
Political contributions
GRI 103-2, 103-3 | 415, 415-1
In 2021, 100% of the members of the governing
body and the employees were contacted
and trained in relation to the issues of ethics,
integrity and anti-corruption.
Furthermore, our business partners, customers
and consumers took part in awareness-
raising actions on different fronts: BRF
Business Partners’ Code of Conduct and other
compliance-related policies on the institutional
website, as well as institutional publications
for dissemination of the Transparency Manual,
Transparency Hotline and the Integrity System
Policies through various channels.
The Business Partners’ Code of Conduct, as
well as the related training video, was made
available on the platforms used by our business
partners for communication with BRF, with the
aim of providing access to the content and an
understanding of the expected conduct.
The relations between BRF and public
authorities and government representatives
are guided by internal policies and by ethical
and moral standards, based upon laws such
as the Foreign Corrupt Practices Act (FCPA),
the Sarbanes-Oxley Law (SOx), the Brazilian
Anti-Corruption Law (12.846/2013), and the
United Kingdom Bribery Act (UKBA). The
BRF Transparency Manual reiterates that the
Company does not condone any type of act
of corruption, bribery or any violations of the
legislation or issues that it addresses.
In the domestic and international spheres,
no donations were made to election
candidates, political parties or any political
body whatsoever in 2021. Furthermore, in
observance of the restrictions established by
the Brazilian Electoral law (Federal Law nr.
13,165/2015), BRF assumes no party-political
position and does not support or authorize
donations to any election candidates, political
parties or any political bodies.
Every member of our
workforce has been
communicated with,
and trained on, ethics
matters
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 26
3.
STRATEGY
IN THIS CHAPTER:
• Scenarios and perspectives
• Risk management
• Allocation of capital
• Innovation and technology
• BRF Sustainability plan
MATERIAL TOPICS:
INNOVATION AND
TECHNOLOGY
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 27
Strategy:
our future
vision
In 2021, we remained on course with our 2030
Vision and our commitments to sustainability.
Despite the challenges imposed by the
Covid-19 pandemic and by the macroeconomic
scenario, we recorded advances in the first
phase of our growth strategy.
In the sections below, in addition to
the panorama concerning the external
environment, we take another look at our vision
and look back at how it unfolded over the year.
For the first time, we will also be looking at the
advances made under the BRF Sustainability
Plan and the targets we have established.
In-depth analyses of
scenarios guide
our plans
Scenarios and perspectives
The effects of Covid-19 were still being felt
as 2021 dawned. As well as the impacts
on people’s health and safety, there was a
shift in the behavior of demand, volatility in
the macro-economic conditions and (with
connections to other market conditions) an
increase in the cost of production inputs,
principally grains.
In Brazil, the Gross Domestic Product (GDP)
closed the year up 4.6%, whilst the base
interest rate (Selic) reached 9.25%, against
2.0% in 2020, the highest it has been since
2017, in an attempt to hold back inflation. The
Broad Consumer Price Index (IPCA) closed
2021 at 10.06%, which, according to the
Brazilian Institute of Geography and Statistics
(IBGE), was the greatest accumulation in one
year since 2015.
Added to this, according to the ‘Continuous
National Household Sample Survey’ (‘Pnad
Contínua’), the unemployment rate reached
11.6% in 2021 and the number of people in
search of employment reached 13.5 million.
The rise in inflation, the decrease in consumer
confidence and the economic situation
caused impacts on consumer spending in
general in Brazil. According to the National
Federation of Goods Trading, Services and
Tourism, the level of consumption of Brazilian
families in 2021 sat at 55.6 points, a drop of
7.9% when compared to 2020.
On the other hand, there was a rise in the
consumption of pork in the country. Data shows
an increase of 5% between 2020 (16.0 kilos
per capita) and 2021 (16.80 kilos per capita).
There was also a rise in the volume of chicken
consumed, with estimates of 46 kilos per capita
(2021), 2% more than the 45.27 kilos in 2020 in
volume of chicken consumed, according to the
Brazilian Association of Animal Protein (ABPA).
For the coming year, the progress made with
vaccinations suggests a more optimistic
scenario, with children back in the classroom,
tourism back on the agenda and the start of the
calendar of large-scale events.
INTERNATIONAL SCENARIO
On the international stage, the prices in US
dollars for Japan and South Korea show an
ascendant trajectory across the year, due to
the drop in local stocks and a limited supply
to the region from the Thai platform. On the
other hand, the sharp drop in pork meat prices
in China had a negative impact on the average
price in the region, going against the rise in costs
and freight, thus pressuring the margins in this
market.
The production of pork meat in China
registered sharp fluctuations over the course
of the year, mainly due to the new variants of
African Swine Fever.
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT Within this context, there were two changes in
behavior on the part of producers, which resulted
in an increase in the local stock and lower prices.
The first concerned the producers’ adoption of a
more prudent stance in relation to the virus and
an earlier scheduling of the slaughter. The second
involved keeping the animals in the fields, betting
on an increase in prices. As the prices did not
react, the heavier animals were slaughtered,
leading to an even greater supply in the market.
Another highlight during the period was the
suspension of beef sales to the Asian country
in September 2021, following atypical cases of
mad cow disease having been noted in the states
of Minas Gerais and Mato Grosso. In December,
under the condition of certification, China
removed the embargo on Brazilian beef. Within
this scenario, adding in the cost challenges,
the prices of commodities, and the worsening
of the energy and logistics crisis, the market
experienced a negative margin, thus impacting
our profitability in the region.
In relation to exports, according to ABPA, Asia
imported 1.64 million tons of Brazilian chicken
over the 12 months of 2021, a result that was
0.5% higher than that registered during the
same period of 2020. Around 662,300 tons were
exported to Africa across the year, this being an
increase of 19.2%; 193,200 tons were exported to
the European Union - a rise of 13.23%; whilst
1.33 million tons were exported to the Middle
East, a stable figure in relation to 2020, with a
small negative variation of 0.3%.
In the pork market, Brazilian exports rose 11%
in volume in 2021, to reach a new record of 1.13
million tons. China was responsible for around
half the exports from Brazil during the year.
RESILIENCE IN THE FACE OF A DIFFICULT
SCENARIO
BRF adopted strategies designed to mitigate
adverse effects in its performance. In Brazil, due
to the cost pressure and the unprecedented
inflationary situation, pass-through pricing, brand
management and the improved aggregated
value mix, as well as investments in innovation,
commercial execution and the disciplined
management of expenses have contributed to
a mitigation of the impacts and to a renewed
volume of sales.
In the Halal segment, we also adopted a better
commercial strategy, continuing to invest in the
region, meaning that we saw an increase in the
preference for our brands in Turkey, just as we
did in Brazil. The advances made in vaccinations,
the return to the classroom and events such as
Expo Dubai, in the United Arab Emirates, should
contribute to a recovery in the Food Service
channel, our leading channel in the region.
In relation to exports, we have maintained our
position of leadership in Saudi Arabia and made
advances in the obtaining of export quotas to
Mexico, and greater volumes to Europe, the
Americas and Africa, with a greater share of
products with aggregated value.
28
INTEGRATED PLANNING
At BRF, we count upon the support of a
Market Intelligence Department, that analyzes
movements in the sector, the production in the
countries of most importance, consumption
and stocks. The information obtained provides
support for decision-making on adjustments to
our production, if necessary, as well as better
movement between supply and demand.
Furthermore, in 2021, we improved our models
designed to monitor the harvests in Brazil and
overseas. We created a Central Intelligence that,
through the use of technologies, monitors the
harvests via satellite, thus allowing us to follow
what is happening in the field in real time, and
contributing to assertive decision-making.
READ MORE
Find more information on our
economic-financial indicators in 2021
in Business performance
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 29
GOVERNANCE OF RISK MANAGEMENT
The Board of Directors
Finance and Risk Management Committee (CFGR) and Audit and Integrity Committee (CAI)
Executive Committee (ComEx)
MANAGEMENT
1ST LINE OF DEFENSE
2ND LINE OF DEFENSE
The first line of defense is made up of the
Risk Holders (Vice-Presidents and the reports
coming directly from their respective areas);
the Focus Points (employees pinpointed by
the Risk Holders to be the point of contact
within their team for the Risk Management
Board); and those employees participating
in the actions focused on training and
dissemination of risk culture at BRF.
The second line of defense consists
of the Global Risk Management
Board, responsible for establishing
methodologies, directives and the risk
management process, as well as providing
ongoing monitoring of the evolution of
risks. This level reports periodically to
Comex, the Advisory Committees and the
the Board of Directors.
AUDITING
3RD LINE OF DEFENSE
The third line of defense is provided
by the Global Internal Auditing
Board, which is responsible
for periodically providing
independent, impartial evaluations
of the management of the risks and
the governance processes.
Risk management
GRI 102-11, 102-30, 102-33, 102-34
In line with best market practices, the risk
management pursued at BRF is based on the
ISO 31000 international norm (a framework
issued by the Committee of Sponsoring
Organizations of the Treadway Commission
[Coso], and the model proposed by the
Institute of Internal Auditors [IIA]) that suggests
governance organized along three lines (see the
organizational chart on this page).
The directives and responsibilities of the
process of risk management are formalized
in our Corporate Risk Management Policy
(PGRC), approved by the Board of Directors and
published on our corporate governance portal
(bylaws and policies).
READ MORE
Find out moreabout the
structure that has been
implemented for governing risk in
our Risk Management Policy.
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 30
The Board of Directors plays a fundamental role
in the development of BRF’s risk management
culture, as well as in the maintenance of a
strong process of integrated risk management.
It should also be mentioned that the Board
of Directors is continually supported by the
respective advisory committees: Finance & Risk
Management Committee (CFGR) and Audit &
Integrity Committee (CAI).
Furthermore, the Executive Committee (ComEx)
operates directly with the Company's risk
management, its principal responsibilities
including, but not limited the: i. supporting
the PGRC and promoting the culture of risk
management; ii. assessing the risks and
defining how they should be addressed
(response), adopting actions for their proper
mitigation and minimization of exposure;
iii. establishing and monitoring the internal
control system; and iv. monitoring the priority
indicators and risk mitigation strategies.
Our process of risk
management maps,
assesses and monitors
those issues which are
of most importance to
the business.
Just as important as the roles and responsibilities
listed above, BRF also clearly defines where the risks
lie and how the risk management process should be
continuously applied, with the aim of ensuring that
the pre-established directives are fulfilled and the
Company's risks are effectively managed.
Within the context observed, BRF’s risk
management process covers the identification,
analysis, assessment, handling, reporting and
ongoing monitoring of the identified issues. All the
governance described is led by the Global Risks
Department, which has a mandate to ensure the
proper and immediate management of the risks to
which the Company is exposed, as well as assume
responsibility for the due communication to, and
training of, all those involved.
All the risks are evaluated and classified according
to their impact and likelihood of materializing and
are consolidated in the Risk Map, which is revised
annually and delivered to the senior management,
the Board of Directors, and their advisory
committees.
Finally, the risk management is systematically
monitored by the senior management, which
supports the performance of the actions designed
to reduce the Company's levels of exposure. As a
means of encouraging the leaders to strengthen
the culture of prevention and focus on mitigation
of the risks, BRF makes use of a global indicator
(Global Index of Reduction of Exposure to
Risk), which also forms a part of the Annual
Compensation Program. This index is applicable to
all employees eligible for a bonus.
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 31
Over the course of 2021, numerous actions
were implemented aimed at increasing the
level of maturity of the issue. Below, we
highlight some examples:
• Communication: An intensive agenda of
communication on the management of risks
and internal controls, through institutional
content, videos, webinars and meetings with
senior management;
• Training: Training of more than 5,500
employees in different countries concerning
risk management and internal controls;
• BRF Management Programs: Advances in the
approach to Risk Management and Internal
Controls in the BRF Management Programs,
such as the Operational Excellence System
(SEO) and the 'Mais Excelência' (+Excellence)
program, through the specific directives
contained in each program, meaning that the
issue comes to form an intrinsic part of our
employees’ daily routines;
• Risk Analysis: Assessment of the mapping of
risks in the PET and Ingredients segments and
within the BRF Institute, as well as risks related
to partners (co-packers) developed by BRF
and new operating channels (stores and the
electronic market);
• Integrated Management of Risks: Binding
of the risk management process to the ESG
commitments, as well as prioritization and
directing of the Capex, based upon BRF’s risks.
GRI 102-15
MATERIAL TOPICS
> Sanitary and technical restrictions
> Trade barriers and market protections
> Compliance with laws and regulations
> Environmental compliance and access to
hydro and energy resources
> Climate risk
> Innovation and product launches
> Exchange and political-economic risks
> Legal and labor compliance and security
of operations
> Failings in the internal controls related to
financial reports
> Commodities and cyclical nature of the
business
> Risk of epidemic events
> Data protection
> Tax risks
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT
32
Furthermore, 2021 saw the suspension of beef
sales to China following atypical cases of mad cow
disease having been noted in the states of Minas
Gerais and Mato Grosso. In December, under the
condition of certification, China removed the
embargo on the Brazilian product.
To circumvent these challenges, we paid close
attention to international events concerning
governments and authorities and sought to
guarantee the assertive planning of supply,
demand and production amongst BRF’s units
both in Brazil and overseas.
PRINCIPAL RISKS AND OPPORTUNITIES
GRI 102-15
We evaluate and update the risks to which we
are exposed on a regular basis. Next, we would
like to present the most important risk factors
we have identified, our management approach
and the related opportunities.
Sanitary and technical restrictions
Affected capitals:
Social capital and Natural capital
What is the risk?
The foods industry in general can be affected by
risks arising from the contamination or spoiling
of foods, nutritional concerns and concerns
relating to health, complaints relating to
liability of consumer products, adulteration and
sabotaging of products, possible unavailability,
and liability insurance expenses, as well as
public perception of the safety of a product.
Furthermore, we are also subject to risks
related to the raising of animals, including
illnesses and adverse climate conditions.
How do we manage this?
We have systems in place designed to monitor
the risks relating to food safety at all stages of
production and distribution.
Find out more in Food Quality and Safety.
What opportunities exist?
The quality and safety of the foods are non-
negotiable assets that form an integral part
of our strategy and management system, and
which run through our entire value chain.
Trade barriers and market protections
Affected capital: Financial capital
What is the risk?
The increasing share of exported Brazilian
poultry, pork and beef products in the
international markets is subject to risks relating
to the measures taken by importer countries
to protect the local producers, that can include
trade barriers - of a tariff and non-tariff nature
- designed to limit the access that Brazilian
companies have to their markets. In our sector,
the non-tariff barriers present the greatest
challenge, especially the sanitary and technical
restrictions.
How do we manage this?
Some countries, such as Russia and South
Africa, have a history of imposing trade barriers
on the importation of food products. Many
developed countries use direct and indirect
subsidies to increase the competitive standing
of their producers in other markets: the
European Union, for example, has adopted a
system of quotas for certain poultry products
as a means of mitigating the effects Brazil’s
lower production costs have on European
producers, whilst it has also been considering
new regulations that could reduce the access
that certain products have to the market.
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT
33
What opportunities exist?
We have continued focusing on the evolution of
our processes and guaranteeing the confidence
of the authorities, as well as the certification of
the plants and our active participation in trade
agreements that contribute to BRF’s business
and to the needs of the different markets.
Focusing on the company’s 2030 Vision, we
are strengthening our processes relating
to products with greater aggregated value,
including the expansion of pet foods.
Commodities and the cyclical nature
of the business
Affected capitals:
Financial capital and Natural capital
What is the risk?
Our business is subject to price volatility and to
the supply of corn, soy bran, soybean, packaging
(resin, oil), food ingredients, animal feed
ingredients and other inputs, as well as the sales
prices of our poultry and pork. These prices are
determined by supply and demand, which can
fluctuate significantly, with no means of control.
The context of the pandemic, which has not
abated in 2021, and with the costs of domestic
and international freight added in, as well as the
fluctuation of interest rates and interest, have all
caused impacts to our business.
How do we manage this?
Both in Brazil and abroad, the industry is
characterized by cyclical periods of higher
prices and greater profitability. Within this
context, we study the sector movements
in depth, as well as the volatility of the
commodities, through the monitoring of
grain stocks and the climate in the productive
regions. By doing so, it is possible to direct our
purchasing decisions, as well as forecast the
prices on the commodities market.
What opportunities exist?
We have opportunities to make gains in both
efficiency and competitive standing through
a strategy focused on an appreciation of the
aspects of interdependence , between the
parts and the whole, the careful planning of
the production, and meeting the demands of
different global markets.
Climate risk
GRI 103-2, 103-3, 201-2, TCFD
Capitals affected:
Financial capital and Natural capital
What is the risk?
We consider the potential effects of climate
change in our operations and in the supply chain
and we recognize the vulnerabilities associated
with the natural resources and agricultural
products that are essential to our activities. The
principal risks tied into this matter relate to shifts
in the temperature and rain patterns, including
droughts and natural disasters, that could affect
agricultural productivity, animal welfare and the
availability of water and energy. These factors
can adversely affect our costs and operational
results.
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT
34
How do we manage this?
We have assumed public commitments to
maximize our contribution to the combating
of climate change. As well as the commitment
to becoming Net Zero by 2040, we have targets
relating to energy consumption using clean
sources and a reduction in our use of water,
we have improved our means of controlling
the traceability of grains originating from the
Amazon and Cerrado regions, and we are
pursuing actions in our value chain. Find out
more in Climate Change.
What opportunities exist?
Our operations depend upon the use of
sources of energy such as electricity. As such,
we have started to invest in the construction
of our own clean source energy production
plants. As well as ensuring the provision
of energy for our units and mitigating
the emission of greenhouse gases, these
investments bring economic opportunities,
with more competitive production values and
potential cost reductions over the next 15
years.
For more information, visit Climate Change.
Environmental compliance and access
to hydro and energy resources
Capital affected: Natural capital
What is the risk?
Water is an essential resource for our
businesses and is used in the production of
grains and other agricultural inputs necessary
for our production processes. Water scarcity
therefore represents a critical risk to our
businesses and can seriously adversely affect
our activities and operational results. We are
also subject to restrictions in the volume of
water we can collect from the environment
in line with our water usage licenses, and
this volume can be much lower than the real
demands made by our businesses in these
areas, as well as rationing of the resource and
the unavailability of electricity.
How do we manage this?
We periodically analyze the water vulnerability
of our industrial plants, as well as the micro and
macro drainage basins in the regions where
we operate. We also strive to make efficient
use of hydro and energy resources in our
operations. Furthermore, we work to guarantee
that the monitoring of our operations
becomes increasingly more precise in terms
of regularity and compliance with the relevant
environmental norms and regulations in Brazil
and our international markets. For more
information, visit Climate Change.
What opportunities exist?
We have targets and initiatives for the reduction
of water consumption and, whenever possible,
for its reuse. In relation to energy resources,
we invest in our own clean source energy
production plants in line with our public
commitments to sustainability.
For more information, visit Climate Change.
Compliance with laws and regulations
Affected capital: Financial capital
What is the risk?
Failure to comply with the laws and regulations
designed to combat fraud, corruption and money
laundering, and other Brazilian and international
laws and regulations to which we are subject can
represent risks to the continuity of the businesses.
How do we manage this?
We have internal policies and procedures planned
to guarantee compliance with the Brazilian and
international laws, whilst regulations designed to
combat fraud, corruption, money laundering and
other activities representing potential violations to
the law form part of our compliance processes and
internal controls. Along these same lines, we have
an integrated system and we work on maintaining
management policies and structuring relationship
channels for the accusation and investigation of any
real or potential occurrences. For more information,
visit Ethics and Transparency.
What opportunities exist?
We are intrinsically committed to integrity with
transparency in our accountability. We also have a
governance structure that is focused on combating,
preventing, investigating and quickly responding to
any occurrence of non-compliance.
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT
35
Innovation and product launches
Affected capitals: Intellectual capital;
Manufactured
capital and Social Capital
What is the risk?
In addition to many other factors, the strategy
and success of our business depends mostly
on our ability to innovate and to anticipate
changes in consumer habits and preferences,
developing and launching products with
value proposals that tie in with the market
trends and consumer needs, creating distinct
demands and driving the market. Innovation is
one of the future pillars for the construction of
our business.
The trend towards the prioritization of health
and wellbeing present a challenge for the
development and commercialization of new
successful product lines to attend to these
consumer preferences, and any possible
reduction in investment could impact our
ability to generate innovative solutions.
How do we manage this?
We have a consistent dynamic of investment
in research and development in Brazil and in
the international markets that allows us to
adopt a consumer-centric model, in which
the consumer is the main source of ideas or
perceptions for understanding the needs of
our business. Furthermore, we have valuable
strategic partnerships (such as with Hub BRF,
Garagem, Ecco, Customer Services and digital
interactions, institutes and consultancies) that
increase our ability in relation to innovation,
technology and generation of ideas, providing
us with the faster responses we seek.
What opportunities exist?
The trend towards the prioritization of health
and wellbeing is something which BRF has
been paying great attention to and this
represents opportunities for the development
of products. In addition to this, the
reinforcement of the attributes of quality and
sustainability in our brands is a strategic means
for establishing leadership in the segments and
categories in which we operate.
Our ability to innovate
is approached as
an opportunity for
competitive difference in
the global market
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 36
Legal and labor compliance and
security of operations
Affected capitals: Human capital
What is the risk?
Our operational staff involves more than
100,000 employees worldwide. As such, it is
the company’s responsibility to respect local
legislation, conventions, collective bargaining
agreements, and representation regulations.
We also respect freedom of association and
invest in our relationship with labor unions
at all levels and with all other employee
representation entities. Indeed, problems in
negotiating acceptable agreements with trade
unions can represent risks of downtimes and
strikes. As BRF is a company using intensive
labor, the Total Labor Cost is amongst
our highest expenses. Structural revisions
can therefore lead to additional operating
expenses.
We also face risks related to the security of
our installations. The lack or inefficiency of
security procedures, as well as the adoption of
these criteria by the employees, can result in
accidents, productivity losses and costs.
How do we manage this?
We work continuously and transparently
in our dealings with the unions, high level
union entities and other organizations that
represent our employees and we develop
actions designed to promote health and safety
at work with a focus on the elimination of risk
and guaranteeing the protection of everyone’s
wellbeing. For more information, visit
Development of our team.
What opportunities exist?
We have the opportunity to be a benchmark in
operational safety, with respect to the lives and
wellbeing of our employees.
Exchange and political-economic risks
How do we manage this?
As well as monitoring all the contexts of the
markets in which we are present, we administrate
part of our exchange rate risk through foreign
currency derivatives instruments and future cash
flows of exports in US dollars and other foreign
currencies.
What opportunities exist?
The opportunities involve a reinforcement
of the business intelligence instruments and
diversification of our global activities in order to
minimize our exposure to specific markets and
risks.
Failings in the Internal Controls related
to Financial Reports
Affected capital: Financial capital
Affected capital: Financial capital
What is the risk?
Over recent years, the macroeconomic scenario
has been challenging, with field variation,
increasing inflation and the interest rate. In
2021, in addition to the political crisis, the US
dollar rose 7.47% against the Brazilian Real, and
the basic interest rate (Selic) closed the year at
9.25%, , the highest it has been since 2017. This
scenario presents risks that negatively affect
our competitive standing and our generation
of results, since the prices of many of the
commodities required to keep up production
are tied to the dollar.
What is the risk?
Any failure to maintain the proper internal
controls can adversely affect our reputation and
the businesses and result in a failure to meet the
requirements of public reports precisely and on
time.
How do we manage this?
We maintain the proper internal control over
financial reports that provide reasonable
guarantees of the reliability as to their preparation
and the reporting of our financial statements
for external use. Every year, we are subject to
independent certification in line with the US
Sarbanes-Oxley Law, involving a specific expert
opinion from our external auditor (published in
our 20-F report).
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT
What opportunities exist?
We constantly seek to guarantee that the
Company's value generation is consistent and
coherent, being guided by a long-term vision of
the market’s recognition of the solidity of the
business.
Risk of epidemic events
Affected capitals:
Human capital and Social capital
What is the risk?
Pandemics or outbreaks of human diseases,
such as the new coronavirus can adversely
affect our businesses and operations. As well as
the risk to people’s health and safety, the global
dissemination of Covid-19 has unchained
the implementation of important measures
by governments and private sector entities
which, in turn, have interrupted the patterns
of consumption and commerce, supply chains
and manufacturing processes on a global scale.
How do we manage this?
Since the beginning of the pandemic, we
have implemented protocols to guarantee the
health and safety of our employees. We have
continued operating our factories, distribution
centers, logistics, and supply chain, and have
implemented a distance working program for
the administrative offices. Find out more in
Covid-19 and social actions.
Data Protection
GRI 103-2, 103-3 | 418
Affected capitals:
Intellectual capital and Social capital
What is the risk?
The Company is subject to the risks associated
with the inability to comply with the applicable
data protection laws and can be negatively
affected by the imposition of fines and other
forms of sanctioning.
How do we manage this?
Privacy and Data Protection are issues that can
lead to impacts on the businesses, including
an increase in the risks, costs and compliance
obligations. As such, we constantly work to
bring ourselves into line with the General
Data Protection Law (LGPD), that moved into
effect in Brazil in 2020. We have an area that
handles privacy and the protection of personal
data and we also make channels available for
communication between the data subjects
and BRF.
Tax risks
GRI 103-2, 103-3 | 207, 207-1, 207-2
Affected capital: Financial capital
What is the risk?
Changes to the tax laws or their interpretation
can increase our tax burden and, as a result,
negatively affect our operational results and
financial situation. Furthermore, disputes over
compensation of tax credits and the use of tax
incentives can represent risk to the Company's
reputation.
How do we manage this?
The tax strategies adopted by BRF include the
mitigation of risks to the corporate reputation,
and the transactions between the companies
within the group are subject to the Policy for
Related Parties, meaning they are subject to the
Transfer Pricing laws and regulations of each
country or region where the related companies are
domiciled. We also have a Tax Management Policy
that includes directives, roles and responsibilities
relating to tax compliance. Find out more in our
Transactions with Related Parties Policy and in
our Tax Management Policy (click here).
Furthermore, we have a matrix of SOX and NSOX
controls in the Tax Department, the purpose
of which is to guarantee the accuracy of the
information. The Company has a Tax Compliance
Management department, designed to guarantee
adherence to the existing legislation, in the federal,
state and municipal spheres, reducing risks
and improving internal processes. The strategic
topics and tax initiatives are evaluated by the Tax
Committee whilst those members with power of
veto are the Vice-President of Finance and the
directors of the department. If necessary, these
matters are the object of a ruling taken by the
committees and/or corporate organs.
What opportunities exist?
The most important tax processes are revised
periodically by the Internal Audit and by
independent auditors in such a way as to
safeguard against the entry of aggressive or
evasive tax policies that could generate risks for
the Company and its stakeholders.
37
READ MORE
To find out more about
the risk factors and our
management strategies,
access our Reference Form
2021 and 20-F.
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT
38
Globally, we are looking to expand our local
presence into the international markets. We
aim to access two thirds of global consumption
through local presence in relevant markets.
A guiding principle for this journey is our
commitment to sustainability, that guides our
actions and our value creation for our publics.
Find out more in the BRF Sustainability Plan.
Allocation of capital
In 2021, we remained guided by our 2030
strategy and by our goal to be a company with
products of high aggregated value, developed
through innovation and sustainability, with the
consumer at the heart of its operations.
With financial discipline, we aim to triple our
estimated income of R$ 100 billion and raise
the share of our products with high aggregated
value from 50% to 70%. For this expansion,
we plan to make investments of R$ 55 billion
through until 2030, with support resting on
four pillars: our brands, operational excellence
in the integrated chain, digital transformation,
and our personnel.
In Brazil, our vision involves growing with
innovations for all consumer occasions
whilst serving the various consumer profiles
with our brands. Our intention is to lead
the ready meals and high aggregated value
segments, as well as bring innovations to the
meat substitute and new sources of protein
market in Brazil. In the pet segment, we aim
to achieve leadership in the Brazilian market
within the next five years.
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT BRF RELATÓRIO DE SUSTENTABILIDADE 2019
JORNADA 2020
A BRF
ESTRATÉGIA E RESULTADOS
PESSOAS
SUSTENTABILIDADE
RELATO
3
39
Our Growth Levers
R$ 55 billion
in investments
with
financial
discipline
and net leverage
below 3.0x,
leveraged by:
Our brands
Our personnel
Transformation journey
Sustainability
Operational excellence in
the integrated chain
Our
2030
Vision
To expand our ready meals
portfolio to capture an
expanding market that
could reach R$ 16 billion
by 20301
To revolutionize the high
aggregated value pork
market in Brazil, with the
potential to quadruple
our presence
To lead the meat
substitutes segment, that
could exceed the R$ 13
billion mark by 20301
To take full advantage of
our synergies to be one of
the leaders in the PET
(products for pets) market,
that has the potential to
triple in size by 2030,
hitting R$ 40 billion
To expand our presence in
the world’s major
aggregated value consumer
centers, with potential of
accessing 2/3 of global
consumption
¹Font: ABAD.
Omnichannel
550,000 potential
clients through the
agreement signed with
the ‘Bees’ platform
9 new Mercato Sadia
stores opened
Visão
2030 em
2021
Alternative
proteins
10 products launched by Sadia
Veg&Tal, forming a complete
portfolio
US$ 2.5 million invested in a
Aleph Farms in the form of
Venture Capital for the
manufacture of cultured meat
Sadia Veg&Tal moving forward
with solid expansion of the
portfolio (products with a pea,
soybean and brown bean
protein base)
Aggregated
value pork
17 new products
focused on convenience
and practicality
Ready meals
Expansion onto new
platforms: Sadia
Speciale and Livre&Lev
Expansion of the
‘Commemoratives’ line
with the launch of a
‘Chester’ (pork) lasagna
Digital transformation
R$ 10 million invested in the
Commodities 4.0 Journey
27 BRF production units
included in the Digital Factory
initiative, as well as four
third-party units
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT ADVANCES IN 2021
2021 was notable for the start of the first phase
of our 2030 Vision, covering 2021 to 2023. We
are focusing on an increase in productivity
through operational efficiency to expand our
margins and manage costs, as well as leverage
the pork and pets market segments in Brazil.
In 2021 we completed the acquisition of
the Mogiana Alimentos and Grupo Hercosul
companies, both in the pet food segment, thus
adding strong new brands to our portfolio. We
perform a rigorous process of due diligence
prior to any acquisition, this being fully aligned
with our strategy, after which we start the
process of integrating the operations, with the
sharing of knowledge and best practices. Our
focus is on boosting the commercial strategy
along the specialist distribution channel and
taking advantage of the synergies, such as, for
example, the procurement of grains and inputs
jointly between the Ingredients and Pets fronts.
GRI 102-10
In aggregated value pork, we have been
investing in campaigns focused on the
versatility of pork recipes and demystification
of outdated ideas, with the aim of increasing
consumption of this protein. We have also
increased the capacity of high aggregated value
pork cuts by 25%.
40
we achieved a 30% growth in capacity during
the year. In meat substitutes, meanwhile, we
launched and expanded the Sadia Veg&Tal
line, with products based on pea, soy and bean
protein.
mix of markets and products; investment
in local presence and consolidation of the
leadership position in Halal; and strengthening
of the presence in markets that represent a 50%
consumption of high aggregated value.
Focusing on leadership of the alternative
proteins market, in March 2021 BRF was the
first Brazilian company to start operating
in the cultured meats market, through our
technological partnership with the Israeli
startup Aleph Farms. In July 2021, we invested
US$ 2.5 million in the Israeli startup, with this
being our first venture capital initiative.
Focused on increasing productivity and on
operational efficiency, we continued with our
investments in the increased capacity of our
plants, in digital transformation throughout
our value chain, and in the expansion of the
omnichannel strategy.
For 2022, we have continued to be guided by our
2030 Vision and by continuing with investments
and initiatives on each one of our strategic fronts.
GROWTH WITH OPERATIONAL EFFICIENCY
One of or growth drivers is our Operational Excellence
System (SEO), a front where we have invested in
digitization to achieve gains in efficiency. In 2021, we
achieved:
th
manufacturing unit and the
Amongst the highlights have been BRF's
new factory, located in the municipality of
Seropédica, in the state of Rio de Janeiro, the
Company's 40
first dedicated exclusively to the manufacture
of wiener sausages and one of the most
advanced in linking the concept of Industry 4.0
with sustainability (find out more about this in
Innovation and technology).
1
66% reduction in losses
3% increase in productivity
46% reduction in loading time
38% reduction in accidents
3
2
1. Losses in the manufacturing process (R$ M), do not include accidents;
2. Loading times of products completed at factories;
3. Rate of Seriousness: days lost (certified) and deducted (in line with the debit table
established by law) relating to accidents with time off (Sept/2021 x 2019).
In the area of ready meals, meanwhile, we have
continued with the investment plan to increase
the category’s manufacturing capacity and
Still on the international front, we have
continued with our strategy guided by
three drivers: ongoing optimization of a
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT
41
Omnichannel Strategy
We aim to meet our customers’ and
consumers’ needs when, where and how
they wish - be it through the specialized pet
channel or the food channel, digitally or
online. Within this context, we have continued
investing in our ‘omnichannel’ strategy, this
being just one of our avenues of growth.
On this front, we made a number of advances
in 2021. We expanded our sales coverage by
means of a partnership with Magazine Luiza,
becoming the first frozen foods business to
offer products in their marketplace.
We also launched our WhatsApp purchasing
platform for our clients on the B2B channel,
and made headway with our planned opening
of new Mercato Sadia stores. In 2021, nine new
stores were opened.
As a result, our service levels continue with
an accumulated on time indicator of 90% and
growth of 31,500 clients over the course of the
year, meaning a total of 292,766 clients served.
Through partnerships and investments we will
be significantly increasing our growth potential
based upon our omnichannel platform, and we
remain committed to increasing the purchasing
frequency and number of items per order.
In 2021, our service
levels maintained an
accumulated ‘on time’
indicator of 90%
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT Where and how
consumers and
clients want it
B2B – Biggest and best frozen
foods provider
>
Increased network presence, with
+200,000 customers¹
>
20% increase in mix of products
along the Journey
>
Increased market share
>
To be present where the client is
42
OMNICHANNEL
D2C – Direct experience with the consumer
>
Mercato Sadia as one of the implementation laboratories
that can be reproduced in traditional retail
>
Distribution of 100% of our portfolio
>
>
Greater approximation with the consumer
Testing and distribution of innovations
B2B2C – Improving the purchasing experience
of our retail brands
>
Application of what has been learned from Mercato
Sadia and Mercato em Casa with physical and digital
retailers
>
Wide use of digital means to be present where the
consumer is located
>
Strengthening of the digital positioning of our
located
We made advances in our
understanding of our consumers
(BIG DATA and CRM)
Growing in REVENUE and PROFITABILITY
* Big data: processing massive databases. CRM: Customer relationship management.
brands
>
>
E-commerce and physical retail stores
Growth in market share
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT Innovation and technology
Innovation and technology are essential
assets for feeding the future. In 2021, we
remained committed to levering our digital
transformation throughout our value chain,
from the field to the table, moving through the
grain suppliers, integrated producers, farms,
productive units, distribution centers and
corporate processes, before arriving at the
consumer.
Over the year, we implemented 56 digital
transformation projects across BRF as a whole,
with investments in the order of R$180 million
throughout our chain. By 2025, investments are
expected to reach something in the region of
R$ 700 million. Below we would like to present
some of the year’s highlights.
100 MORE
INNOVATORS
st
edition of the “100+ Innovators in the
In 2021, BRF won the 21
Use of IT in 2021” award, in the IT Media category, and in the food,
beverages and tobacco industry category, with “Commodities 4.0”
case This project, developed with the involvement of the Company’s
Commodities and Technology departments, involved the use
of technologies such as artificial intelligence, machine learning,
advanced data analysis and geo-spatial monitoring, to map the origins
of the grains used by the Company. The initiative has already meant
cost reductions of R$ 9 million in our supply chain.
43
‘Realizador’ Award
100 Open Startups
Award Title
100 Open Corps
Description
Awards to the 100 corporations
with the highest number and
intensity of connections with
entrepreneurs globally
BRF position
Top 3 in the Foods Sector
Top 17 in the general ranking
‘Realizador’ Award
Strategy& (PwC)
+ Valor Econômico newspaper
Award Title
Valor Inovação Award
Description
Ranking of the 150 most innova-
tive companies in the country,
based upon five pillars: innovative
intention, effort to effect the inno-
vation, results obtained, assess-
ment of the market and manage-
ment of understanding
BRF position
Top 5 in the Foods and Beverages
th
place in 2020)
Sector (vs 7
th
in the general ranking
69
th
place in 2020)
(vs 110
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 44
'Realizador’ Award
ABStartups + Blanko
Award Title
Startups Awards
Description
By means of a public vote, this
recognizes the top 10 innovation
ecosystem agents (corps,
startups, VCs, accelerators, hubs,
universities, etc.)
BRF position
Top 10 in the Corporations
Category
'Realizador’ Award
Reclame AQUI
Award Title
Reclame AQUI Award
Description
For 10 years now, this award
has been recognizing those
companies which most respect
the consumer, appreciating
customer services and providing
a positive experience, whilst it
also evaluates the companies’
reputation with the consumers of
‘Reclame Aqui’ and by means of a
public vote.
BRF position
Sadia Brand - winner in the
‘Perishables and Frozen Foods’
category.
‘Realizador’ Award
100 Open Startups
Award Title
Top Engagement Corp at the
Open Innovation Week
Description
This recognizes corporations
which the startups have the most
interest in connecting with during
the ‘OI Week Digital’ event
BRF position
Top 10 Corp most attractive to
startups at the event
'Realizador’ Award
Grow+
Award Title
Grow+ Innovation Awards
Description
National and multi-sectoral
recognition of projects and
companies that contribute to the
innovation ecosystem
BRF position
st
1
place in ESG Impact Projects in
the ESG category with the Carbon
Neutral VEG Chicken project
rd
3
place in the general placement
of the ESG category with the ECCO
Platform Project and ECCO Game
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 45
'Realizador’ Award
'Realizador’ Award
'Realizador’ Award
Amanhã
Award Title
IT Mídia
Award Title
Innovation Champions - The 25
most innovative companies in
the South
Description
Of the 150 registered companies,
the ranking aims to get each
company to gauge its level of
innovation and assume the
tools to be able to compare
themselves with others in the
same and different sectors. The
questionnaires are processed at
the IXL-Center in Cambridge.
BRF position
th
5
place amongst the 25 Most
Innovative Companies in the
South
100+ Innovators in the Use of
Technology
Description
This ranking lists the 100 most
innovative companies in the use
of IT in 2021, and awards the best
innovation projects by companies
in 21 categories through a
committee of specialists and
journalists from IT Mídia, with the
innovation culture and processes
adopted in each project also being
considered.
BRF position
st
place in the Foods, Beverages
1
and Tobacco Industry category
with the “Commodities 4.0” case.
ABERJE
Award Title
Aberje Award
Description
The Aberje Award recognizes
the leading organizations
and professionals who have
contributed to the advancement
of good practices in corporate
communication in the country in
2021.
BRF position
Winner in the ‘Company of the
Year’ category
st
1
place in the Ethics, Integrity
and Compliance category (tied
with Klabin)
st
place in the Crisis Management
1
category
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 'Realizador’ Award
CONAREC
Award Title
CONAREC Award -
Contracting Companies
Description
This Award recognizes those
companies that are committed to
digital customer services and the
client’s experience
BRF position
Winner in the Foods category
'Realizador’ Award
Amanhã Group
+ IXL Center (EUA)
Award Title
Innovation in the South
Champions
Description
Multi-sector comparison of the
level of innovation of the 25 most
innovative companies in the
South of Brazil
BRF position
Top 5 Most Innovative Company in
the South of Brazil
46
'Realizador’ Award
'Realizador’ Award
Padrão Group
Award Title
Modern Consumer Award for
Excellence in Customer Services
Description
This award recognizes those
players that stand out for their
excellence in customer services
and the experience during this
journey It is the biggest and most
complete evaluation of the quality
and experience of customer
services in Brazil.
BRF position
Winner in the Foods category
POPAI Brasil
Award Title
‘POPAI Brasil’ Award
Description
Widely known as the “Retail Oscars”,
the POPAI Brasil Award is the
Brazilian version of the only awards
created to recognize the most
original and effective architectural,
commercial, visual merchandising,
visual communication, display and
communication materials projects at
Points of Sale.
BRF position
Gold in the “Small Sample Display”
category with the “Na Brasa Perdigão”
campaign
Bronze in the “Projects for Design and
Architecture” category, with the ‘Ponta
de Congelados Sadia’ kit
Bronze in the “Store Design – Stores
between 121m² and 500m²” with
the Mercato Sadia store in the Vila
Leopoldina (SP) district
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 47
'Realizador’ Award
Merco Brasil
Award Title
edition of the Corporate
Corporate Reputation Company
Monitor (Merco)
Description
th
The 7
Reputation Company Monitor
(Merco) field study, performed
in Brazil between July and
December 2020, involving 2,366
interviewees, and published
exclusively by the EXAME
magazine, revealed the 100
companies best evaluated
companies in terms of reputation
from 33 sectors.
BRF position
th
in the General Classification
28
and 2
place in the foods segment
nd
'Realizador’ Award
'Realizador’ Award
Exame
Award Title
Biggest and Best
Description
Awarded by the Exame magazine,
this ranking assesses and classifies
companies based upon their previous
year’s performance.
is performed by Ibmec, followed by
an assessment of the companies by a
commission chosen by the
Analysis of the data
board.
Exame
BRF position
th
11
amongst the biggest
th
amongst the best in
companies7
the Foods and Beverages category
Editora Três
Award Title
The Best of ‘DINHEIRO’
Description
The Editoras Três publishing
group has been awarding this
recognition of the companies
that perform best in their sectors
for 18 years now. The evaluation,
consisting of 31 rankings, takes
into account the companies’
performance in five areas:
corporate governance, innovation
and quality, human resources,
social responsibility and financial
sustainability.
BRF position
Winner in the “Frozen Foods”
category
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT
BRF RELATÓRIO DE SUSTENTABILIDADE 2019
JORNADA 2020
A BRF
ESTRATÉGIA E RESULTADOS
PESSOAS
SUSTENTABILIDADE
RELATO
348
9.000
integrated
producers and
700 extension
producers
connected on
the Digital Agro
4.0 platform
0
.
4
O
R
G
A
4
digitalized
third party units
Inauguration
of the unit in
Seropéica, one
of the most
advanced
model 4.0 units
Y
R
T
S
U
D
N
I
0
.
4
Y
T
I
L
A
U
Q
S 4.0
TIC
GIS
LO
New function for
the Digital Agro
Platform for the
commercialization
of grains
27
production
units belonging
solely to BRF
1st delivery of
genetic
material using
drones
+56
digital projects
+500 million
in point to point gains along
our chain1 by 2023
+ 4,500
employees trained in Agile Culture,
ready to increase knowledge
3 consecutive years
in first place asthe most innovative
company in terms of use of technology2
Our digital
journey in 2021
0
.
4
S
E
I
T
I
D
O
M
M
O
C
10
million
reais
invested
in the
Commodities 4.0
9
million
reais in
initial
savings
We made
advances in the
integrated
monitoring of
the chain: Digital
Platform for
Territory
Intelligence,
Geoanalytics
and the Smart
Center
F
R
L B
A
R
T
N
E
C
O
AT
C
R
E
M
A
S
A
M C
E
100 more innovators
In 2021, BRF won the 21st edition of the
“100+ Innovators in the Use of IT in 2021”
award, in the IT Media category, and in the
food, beverages and tobacco industry
category, with “Commodities 4.0 Case” This
project, developed with the involvement of
the Company’s Commodities and
Technology departments, involved the use
of technologies such as artificial
intelligence, Machine Learning, advanced
data analysis and geo-spatial monitoring, to
map the origins of the grains used by
the Company. The initiative
has already meant
cost reductions of
R$ 9 million in
our supply chain
S
T
N
TA
SIS
S
A
L
A
U
T
VIR
100,000
services provided/month
through the ‘Flor do RH’
virtual assistant
I
S
E
C
V
R
E
S
D
N
A
E
L
P
O
E
P
Electronic
management of
Personal
Protective
Equipment
(PPE)
100% online
admissions
platform
1. Gains through Commodities 4.0,
Agro BRF, Logistics 4.0, Industry 4.0,
E2E Planning, Supply and others.
2. In the Food, Beverages and
Tobacco sector.
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT
Commodities 4.0 and traceability of grains
Industry 4.0
In line with our commitment to the traceability
of grains, supported by the launch of our policy
on this theme, we invested R$ 10 million in
2021 in the Commodities 4.0 Journey, focused
on updating our existing platforms and
implementing new technologies to ensure the
traceability of the grains acquired by BRF.
Amongst the highlights , are the Digital
Platform for Land Intelligence, Geoanalytics
and the Smart Center, which allow integrated
monitoring of the commodities chain, with
a geographical data base, spatial vision and
traceability of land areas, having a positive
impact on our business in the area of grain
supply.
The investments are also in line with one of the
fronts of our Net Zero 2040 commitment, since
they contribute to the mapping of the origins
of 100% of the grains coming from the Amazon
and Cerrado region, a commitment assumed
through until 2025. As well as more agility and
assertiveness in the procurement decision
making by our business specialists, taking
into account the traceability of grains and ESG
precepts, the Commodities 4.0 Journey has led
to initial savings of R$ 9 million.
Leading the way with Industry 4.0, we have
continued to raise the level of operational
efficiency of our factories though technology.
The Digital Factory initiative involved 27 of
BRF’s own manufacturing units, as well as four
units belonging to third parties.
The digitization ranges from technical
interactions between BRF and our integrated
producers through to the monitoring of the
production lines, ending with the loading of the
products onto our fleet. As well as improving
management, the initiative has contributed to
a reduction in various losses and waste across
our production chain.
Amongst the highlights of the year was the
inauguration of one of the most advanced
units based upon the Industry 4.0 model,
located in Seropédica, no Rio de Janeiro. With
investments in the order of R$ 300 million
and the creation of 400 direct jobs by the first
quarter of 2022, the plant accommodates
the production of 140 tons of Perdigão
wiener sausages per day. The technological
highlight falls to the online control of the entire
operation, that can be accessed by means of
a mobile app, which can lead to a 5% increase
in efficiency in production, which, per month,
can mean seven more trucks destined for the
consumer every month.
We also concluded investments in the order of
R$ 8 million in the modernization of our plant
located in Buriti Alegre (GO). The funds were
49
INNOVATION AND SUSTAINABILITY
More than the application of new technologies, we seek sustainability and the
efficient use of resources at our plants. The unit at Seropédica, for example,
uses natural light in part of its installations, as well as clean energy drawn
2
from approximately 600 solar panels, occupying an area of 1,320m
, which
are responsible for more than 10% of the energy consumed at the unit.
Furthermore, the water and waste are to be re-used in different processes
within the plant.
For the preservation of the biodiversity in the region, we have signed an
agreement with the Scientific Research and Technological Support Foundation
of the Federal University of Rio de Janeiro (Fapur) with a focus on monitoring
the quality of the water and the habitat, and analyzing the population
parameters of the rare 'Rivulideos' species of fish. The intention is to provide
information to the environmental organs’ data bases, whilst also pursuing
actions focused on the management and conservation of the species.
BRF has also planted forest over an area of 11,300m² in the Guandu river basin,
the principal source of water for the city of Rio de Janeiro and the lowlands
of Rio de Janeiro state, known as the ‘Baixada Fluminense’. This initiative was
developed together with the municipal government of Seropédica and with
the ‘Olhos D’água’ program administrated by the Terra Institute. The forest was
planted around a natural spring, that is the source of water for a rural producer
in the region and will be taken care of by the Company for the next three years.
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 50
DIGITAL TRACEABILITY
In 2021, of the digital initiatives
implemented in our 27 plants in Brazil, it is
worth making special mention of our Digital
Traceability system. This project allows for
the collection of records ranging from the
entry of inputs, packaging and raw materials
to the completion of the finished product.
To enable this initiative, the teams involved
constructed more than 200 models of digital
harvests, involving around 100 people. This
project allowed us to analyze and manage
an enormous amount of data from all of the
stages of production much more efficiently.
By means of this platform, it is also
possible to monitor the use of inputs and
packaging per lot, which increases the
reliability and visibility of the information
and better streamlines the traceability and
our readiness to attend to requests from
customers and official entities.
invested in new technologies including automation,
the Internet of Things, cloud computing and data
analysis, that contribute to the automation of the
processes, gains in operational efficiency and a
reduction in production costs.
As part of the Industry 4.0 journey, that also includes
the Marau (RS) unit, it was possible to implement
the Intelligence Traceability system that allows us to
monitor the production process and its deviations
online.
Also in 2021, in Toledo (PR) we started a project
to improve the optimization of our plants through
solutions using Internet of Things (IOT), predictive
models and analytical intelligence, as a model for
expansion to the Company's other plants.
Also worthy of mention is the implementation of an
integrated platform for the printing of labels with
bar codes to the international GS1 standard, thus
optimizing the logistics process by allowing greater
accuracy and speed in the reading of data.
Furthermore, in line with the pillars of Management
and Quality, the ‘Digital PAC’, that involves the
digitization of the processes that make up BRF’s
Auto-control Programs, was implemented in
five production units, which started using digital
platforms for data control and management. This
initiative digitizes the controls and records the
monitoring of quality processes at the production
units, thereby better streamlining the controls
and providing a more robust system of data
management.
READ MORE
Find out more about the BRF
Sustainability Plan on our website (click
here) and in the Responsibility in the
Value Chain chapter
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 51
Agri 4.0 Digital Platform
Logistics
The digitization on the agricultural front
was also advanced in 2021, with new
functions on the Agri Digital Platform for the
commercialization of grains. This innovation,
developed through a partnership between the
Commodities and Livestock areas, allows the
integrated producer to trade grains directly with
BRF, without any bureaucracy, making contact
easier and optimizing the commercialization
process.
The app, which has now established itself
as an essential tool in the farms’ day-to-
day operations, provides information on
things such as the weight of the poultry,
status of the lot, monitoring of the animals’
health, programming the feed, news, and
remuneration forecasts that can be accessed in
real time.
Furthermore, in the area of animal nutrition
traceability, we have implemented a platform
that digitizes the management and control of
the traceability in the production process of
premixes, used in the production of feeds for
the animals forming the BRF chain. Through
this, it is possible to achieve greater control
over the process with information relating to
dosage, storage and shipping, amongst other
issues, all available in real time, making the
process much more transparent
Read more in Animal welfare.
The Logistics front also forms a part of our digital
transformation journey. Our Integrated Center has
been increasingly supporting the early decision-
making, from the field through to production, with
an integrated vision throughout the chain. The use
of intelligence allows us, for example, to adjust
the flexibility of the plants, providing guidance for
the production mix, thus contributing to gains in
efficiency and financial return.
The use of technology also contributes to aspects
of health and safety. Logistics is an important
area for attention, given the great distances that
our employees and third parties experience in
the transportation of products and raw materials.
To mitigate the occurrence of accidents, we have
adopted the use of technology in the form of
telemetry and fatigue sensors, to better ensure
the safety of our drivers.
These initiatives position the company at the
forefront of safer logistics, especially when
applied to the logistics of grain and bran
transportation, in which there has been a
concerted effort to bring together and improve
relations between transport companies and
drivers. We have been holding weekly meetings
with the transport companies, with the aim of
sharing good practices, providing training and
raising awareness of transport safety. We have
also introduced digital registration, meaning
documentation is required demonstrating that all
drivers carrying freight that is the responsibility of
BRF have completed a defensive driving course.
DRONE DELIVERY
In 2021, in Toledo, Paraná, we made the first
delivery of genetic material to an integrated
producer using a drone. This innovation
allowed us to deliver doses of swine semen for
insemination purposes to an integrated farm
in the rural area of the municipality.
Powered by a set of rechargeable electric
batteries, the drone contributes to the
reduction of carbon emissions into the
atmosphere, allows deliveries to farms,
many of which are located in hard-to-reach
locations, reduces travel time and benefits
the environment. Developed jointly by BRF’s
Livestock and Technology departments,
the project forms part of the Agri 4.0 Digital
Platform.
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT Within the Logistics 4.0 Project, a pilot project
was implemented that aims to integrate
the primary, secondary, agricultural and
commodities operations. As an evolution of this
journey, we have other initiatives involving the
use of advanced analytics, machine learning,
chatbots and artificial intelligence to provide
integrated data management.
READ MORE
Find out more about BRF’s health and
safety measures in Responsibility in
the value chain.
Our digital
transformation journey
implements new
processes in Brazil and
in our global operations
Global Operations
Digital Lab
52
In 2021, we launched the Digital Lab, a physical
space dedicated to innovation and technology at
our Curitiba unit, providing a work experience for
our employees and co-creation between partners.
In this space sessions are held focusing on design
thinking and design sprint, amongst other agile
practices, that assist in the discovery of business
opportunities and challenges and enable the
teams to act in the form of squads, and as a multi-
disciplinary team integrated into the business,
and in co-creation with partners, thus fomenting
an Agile Culture.
Replace photo. Include photo of the Digital Lab in Curitiba
Our journey of digital transformation also
involves our global operations. In Turkey,
we implemented an integration project for
platforms and the digitization of processes
pertaining to various stages of the chain, that
has provided simplification and standardization
for the local factories, better visibility and
management for the value chain and an
increase in productivity for Banvit and our
global operations, in line with growth and the
2030 Vision.
We have also implemented the Quality through
Digitization process, that contributes to
optimizing and tracking the laboratory results
and managing the comments made by our
customers and consumers.
Also worthy of mention from 2021 was the
conclusion of the implementation of a global
solution focused on supporting the planning
of Trade Marketing. The platform involves the
automation of the activities in stores, such as
gauging the share of products on the shelves
and adherence to the obligatory sales lists, with
resultant gains in efficiency and productivity.
Furthermore, 100% of our B2B clients can
now directly monitor their orders on the BRF
Customer Center portal, sign documents, send
proofs of payment, and monitor the status of
a delivery. The platform involves thousands of
users, in the many different countries that BRF
exports to, and also contributes to reducing the
incidence of fraud.
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 53
The Digital Lab is also dedicated to
connecting BRF with the ecosystem of
innovation, made up of startups, scale-
ups, internal areas and research. In the
Experimentation pillar, we explore emerging
and disruptive technologies to validate ideas
and concepts through MVPs (Minimum Viable
Products) and POCs (Proofs of Concept),
aimed at gauging the gain potential and
positive impact for the business in an agile
and scalable way. In 2021, 95 opportunities
were identified, with 32 experiments
facilitated within the Company, 10 of which
were indicated for projects.
AGILE CULTURE CHANNEL
To increase the engagement
of our employees in relation
to digital transformation and
the integrated adoption of
technologies, we have made
an online channel dedicated to
agile culture available to all BRF
employees.
The Employee’s Journey
Cybersecurity
The innovations are also applied internally,
thus involving our employees. In 2021, special
mention should be made of the 'Flor do RH'
project, this being a virtual assistant providing
transactional human resources services.
Available on WhatsApp, a virtual attendant
named Flor replies to an average of 100,000
contacts per month and is prepared to respond
to 1,075 different questions, since 21,800
examples of questions have been included
in the system, thus contributing to a more
streamlined service.
In 2021, we also started using a 100% online
admissions platform in all of BRF’s units in
Brazil. With this innovation, we can guarantee
the standardization of employment contracts
and amendments, eliminating the need to
physically retain documents and the large
amount of paper used in the day-to-day
admission process.
In all the BRF units in Brazil we have also
implemented Electronic Management of
Personal Protective Equipment (EPP), and
digitization of the registration, monitoring
and control of the ‘Pausa Térmica’, in order to
improve the optimization of management and
guarantee the safety of our employees. This
project involved the units located in Dourados,
Nova Mutum, Lucas do Rio Verde, Rio Verde,
Mineiros and Uberlândia.
In order to provide even more security and
protection in the Company's technological
environments, we finalized the implementation
of the Multi-factor Authentication (MFA)
solution, that operates as a dual check for
authentication and helps to protect access to
BRF data, apps and systems.
In addition to this, a tool was made available
for the classification of the company’s sensitive
data, this being applicable to all the sectors
within BRF. The technology contributes to
increasing the protection of information, in line
with our internal policies on data classification,
whilst also reducing the risk of leaks.
We have also implemented cutting-edge
technologies designed to perfect our
security levels in the Company's principal
technological assets, such as the monitoring
and classification of partners and suppliers, by
means of which it is possible to evaluate the
general health of the cybersecurity due to the
identification of vulnerable areas.
CSC Digital Journey
Through the digital journey found in the
assistance provided by the Shared Services
Center (CSC), we encourage self-service through
the use of technologies such as RPA, chatbot
and platforms. As well as enabling gains in
productivity and simplifying the processes, the
initiative aims to guarantee a better experience
for our internal clients.
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 54
BRF Sustainability Plan
Sustainability is found in BRF’s Culture, in the
2030 Vision, in the business strategy, and in the
day-to-day management of its activities. For
the Company, this is a journey that has not just
started today. BRF seeks to align its strategic
objectives to generate long-term value, mitigate
negative impacts and maximize positive effects
for its stakeholders.
Governance of this matter involves an Executive
Sustainability Committee that is dedicated to
ESG agenda, as well as the office of the Vice-
president of Institutional Relations, Reputation
and Sustainability, that was formed in 2021.
Furthermore, approximately once every 60
days, the Quality and Sustainability Committee
meets with three of the BRF board members
and one external guest to hold strategic
discussions on the issue. At management level,
there are core sectors dedicated to issues such
as the environment, animal welfare, social
responsibility and institutional relations and
reputation, with specific handling of each issue.
READ MORE
Access details of the
sustainability policy here.
DIRECTIVES
With the intention of strengthening the ESG
agenda as part of the business strategy and
increasing transparency even more, the
BRF Sustainability Plan, with includes 22
commitments, provides further reinforcement for
five solid ambitions to be achieved by 2030.
To increase our transparency and strengthen our
ambitions, the BRF Sustainability Plan’s global
and cross-sectional commitments are connected
to the Company’s 2030 Vision, in synergy with the
Sustainable Development Goals (SDGs) of the
United Nations Global Compact.
Here we would like to show the highlights from
2021 and how each commitment assumed under
our plan has unfolded.
Sustainability guidelines
Our sustainability management is also guided by
the process of materiality. By means of this, we
map the issues having the greatest impact and
influence on the business and on our principal
stakeholders. In 2021, we fully reviewed our
matrix, resulting in the prioritization of issues
such as animal welfare, water and climate change,
amongst others. Read more in the Materiality
Report
OUR AMBITIONS
> Act in synergy with our partners
and positively impact the communities.
> Innovate and obtain sustainable solutions
to global challenges.
> Promote Animal Welfare.
> Be inclusive, plural and diverse.
> Preserve the environment and
be eco-efficient
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 55
READ MORE
About Sustainability Commitments.
SUSTAINABILITY COMMITMENTS AND STATUS IN 2021
Commitments
Animal welfare
Certify 100% of the plants in
1
Animal Welfare.
Only use cage-free chicken eggs in the
industrial food process globally
Ensure that 100% of male swine
raised without painful sirurgical
castration
2
Ensure that no antibiotics growth
promoter are used in the animal
breeding chain
Ensure the use of analgesic for 100%
of the pig tail docking procedures
Ensure that 100% of the poultry in
the integration system are cage-free
globally
Ensure that 100% of swine raised
3
without painful teeth clipping
SDG-related
Deadline for
achievement
2021 ambition
Status in 2021
More information
on this report
2025
2025
2022
51%
56%
99%
54% | In 2020, we expanded our animal welfare
certification to include 7 new slaughter operations and re-
certified another 12 processes.
56% | Since 2020, 100% of the eggs in our Brazilian food
manufacturing process have been cage free. In 2021, we
worked on developing cage free egg suppliers in Turkey.
99% | In 2021, we moved forward in our research and
tests for immunocastration on male pigs used for the
production of Parma ham.
Animal welfare -
page 110
Animal welfare -
page 110
Animal welfare -
page 110
Recurring
100%
100% | BRF has not used any antibiotics aimed at
stimulating growth in animals since 2019.
Animal welfare -
page 110
2025
2023
2021
-
99.9%
100%
0% | In 2021, we moved forward with studies and
benchmarking for the development of products to adhere
to our commitment.
99.9% | The poultry farming system in Brazil is 100% cage
free. We have only one integrated producer in Turkey using
a cage system.
Animal welfare -
page 110
Animal welfare -
page 110
100% | Procedure only performed as an exception, when
the animal welfare is compromised.
Animal welfare -
page 110
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT
Commitments
SDG-related
Deadline for
achievement
2021 ambition
Status in 2021
56
More information
on this report
Animal welfare -
page 110
Animal welfare -
page 110
Animal welfare -
page 110
Animal welfare -
page 110
2021
100%
2026
54%
Recurring
-
100% | In 2021, we implemented the use of rings in the
BRF swine genetic chain, thus adapting the entire swine
herd globally.
53.6% | In 2021, we advanced 8.6% when compared to
2020. In general, it was a challenging year for adjustments,
mainly due to a lack of raw materials and labor for
construction, and the high cost of raw materials and
services.
BRF is committed to not accepting any type of
maltreatment of animals. We perform continuous checks
on the livestock, transport and industrial operations.
2025
Implementation of
environmental enrichment
in 100% of the global
turkey chain.
In 2021, we achieved the target of implementing
environmental enrichment in 100% of the global
turkey chain, and we advanced 1.8% in the integration of
broiler poultry globally.
2022
-
In 2021, we included sustainability evaluation criteria
on packaging in the approval flow of innovation projects
regarding new products.
Innovation and
technology - page 43
2025
To achieve 40% traceability
of the volume of grains
acquired directly from
suppliers in the Amazon and
Cerrado biomes.
75% | In 2021 we achieved 75% of traceability of grains
acquired from direct suppliers in the Amazon and Cerrado,
through the implementation of a territorial monitoring
system, and the definition of the socio-environmental
criteria established in our Sustainable Grain Purchasing
Policy.
Responsibility in the
value chain –
Page 91
Climate change -
Page 126
Ensure that 100% of swine raised
at BRF are not identified through
mutilations
Implement 100% collective gestation
housing for sow
Zero tolerance to animal
mistreatment, whether through abuse
or neglect
Use environmental enrichment in
100% of the integration of poultry
and pigs
Science and innovation
100% adherence of new product
innovation projects to BRF’s
sustainability indicator
Commodities
Ensure 100% traceability of
grains acquired from the Amazon
6
and Cerrado
Communities
4
Invest R$ 400 million in communities
2030
R$ 62.7 million
* Targets defined as priorities for the variable remuneration of executives in 2021.
R$ 62.7 million | Amongst the initiatives implemented
in 2021, of special note was the R$ 50 million donated
to health care and fighting the hunger caused by the
Covid-19 pandemic.
Responsibility in the
value chain –
Page 91
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT
Commitments
SDG-related
Deadline for
achievement
2021 ambition
Status in 2021
More information
on this report
57
Food waste
Promote education to reduce food
6
waste to 1.5 million people globally
Diversity
Achieve 30% of women in top
6
leadership
Sector´s public commitment to
combat racism
Packaging
Have 100% recyclable, reusable, or
6
biodegradable packaging
Greenhouse gases (GHG)
Implement a carbon-neutral
product line
2030
To promote education for
the reduction of food waste
to 100,000 people globally
177,000 people impacted | Amongst the initiatives
implemented in 2021, we should draw attention to the
1,920 hours of training in social cooking provided to the
'Cozinhas Solidárias' project.
Responsibility in the
value chain –
Page 91
2025
24%
NA
-
24% | Amongst the initiatives implemented over the year,
we should highlight the launch of the global "Lead Like a
Woman" initiative, that aims to accelerate the careers of
women identified as successors within the company.
In 2021, together with more than 40 other companies from
different sectors, BRF participates on 'MOVER' ('Movement
for Racial Equality'), which aims to combat structural
racism and promote racial equality.
2025
To develop three new 100%
recyclable, reusable or
biodegradable packaging
specifications
Five technical specifications | In 2021, we developed five
new packaging specifications, three of which were in Brazil
and two in the international markets.
Development of
our team - Page 82
Development of
our team - Page 82
Quality and
safety of
The food - Page 74
Environmental
Management - page
121
2021
One carbon-neutral product
line
In 2021, we achieved our ambition to launch Brazil's first
plant-based, carbon neutral chicken - 'Veg Frango 100%
Vegetal', which forms part of the 'Veg&Tal' line,: the chicken
comes in slices, cubes and shredded form.
Climate change -
page 126
* Targets defined as priorities for the variable remuneration of executives in 2021.
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT
Commitments
SDG-related
Deadline for
achievement
2021 ambition
Status in 2021
More information
on this report
58
Net Zero
Natural resources
Increase electricity from clean
sources by 50%
Reduce BRF's water consumption
indicator by 13%
2040
2030
2025
-
-
A reduction of 3% in
the water consumption
indicator at BRF and
improvement in the
Governance Hydro-
Management.
In 2021, we established the Net Zero Committee and
implemented a digital and global system for the
management of Scope 1 and 2 emissions. We achieved
a 3% reduction in absolute emissions in relation to the
base year (2019), principally through the prioritization
of renewable sources with proven traceability, even
considering the significant increase in the electricity
emissions in Brazil. In relation to the Scope 3 emissions,
we have so far recorded a 4.6% increase in the mapped
sources in relation to 2020 (base year).
In 2021, 22% of electricity used by BRF was drawn from
clean sources - wind and solar. This result was possible due
to the strategy implemented by BRF for the prioritization
of renewable and clean sources in the acquisition of
energy. Also in 2021, we announced two partnerships for
the generation of clean solar and wind energy, by means
of which we should be able to draw 90% of our energy in
Brazil from these sources.
0.81% | In 2021, we diagnosed the maturity of the
hydromanagement at all of our Units, extended the water
usage target to all of our production units, and included
the subject of water in a wide range of the Company's
governance forums.
Climate change -
page 126
Climate change -
page 126
Climate change -
page 126
* Targets defined as priorities for the variable remuneration of executives in 2021.
1 Respecting the religious and/or cultural requirements requested by our customers.
2 Ensuring that when surgical castration is necessary for the production of specific products, it is performed with the
use of pain relievers and anesthetics.
3 In extreme cases (when the sow’s welfare is compromised), this practice will be allowed.
4 Increase the company’s shared value creation by investing its own resources in the communities, especially in social
development and economic inclusion agendas.
5 Taking the program to 100% of the territories in which BRF operates around the world by 2030.
6 ESG targets tied to the Company's variable remuneration program (including those eligible for a bonus and executives
in accordance with the Collective Bargaining Agreement in effect on the date of payment).
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT
Global pacts and agreements GRI 102-12, 102-13
In addition to its strategic commitments,
BRF actively participates in global voluntary
initiatives, as well as sector associations and
entities, in order to maximize its contribution to
sustainable development and to the sector in
which it operates. These include:
External initiatives
• Global Compact:BRF has been a signatory
since 2007 and a member of the Steering
Committee of the Rede Brasil of the United
Nations Global Compact since 2019 through
participation of the vice president’s office. It
also forms part of the Climate Action Platform
of the Rede Brasil of the Global Compact.
• Sustainable Development Goals (SDG): BRF
links its Strategic Plan to the SDGs.
• Business Pact for Integrity and Fighting
Corruption: this initiative brings together
companies engaged in the search for a more
ethical and honest market.
• National Pact for the Eradication of Slave
Labor Institute (InPacto): an initiative that
mobilizes companies to tackle slave labor in
the production chains.
• Brazilian Business Council for Sustainable
Development (CEBDS): ): in 2020, BRF, together
with another 50 Brazilian companies, signed
a manifesto calling for sustainable development
and the combating of illegal deforestation in the
Amazon region. In 2021, the Company adhered to
the charter for Climate Neutrality.
• Brazil Climate, Forestry, and Agriculture
Coalition: this initiative works for the protection,
conservation, and sustainable use of forests as
a significant Brazilian contribution to mitigating
climate change.
• GIFE (Group of Institutes, Foundations and
Companies): since 2012, the BRF Institute has
been an associate of GIFE, an initiative that
focuses on generating knowledge through network
connections in order to improve the institutional
political environment of social investment and
expand the quality, legitimacy, and relevance of the
activities of private social investors.
• Climate Change, Water Security and Forests
(CDP): this movement mobilizes investors,
companies, and governments to strengthen the
collaborative actions relating to the responsible
management of greenhouse gas emissions, water,
and combating climate change.
• Universities and Animal Welfare NGOs: BRF works
in partnership with international animal protection
NGOs and universities leading studies on the issue
to make improvements to animal welfare in the
production chain.
59
The strategic
pillars are connected
to the SDGs
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT
• RedEAmérica: BRF Institute is vice-
coordinator of the Brazilian block of the
RedEAmérica association (for the 2019-2021
period), that promotes the transformation of
investment and the social practices of Latin
American companies and the foundations for
the development of sustainable communities.
• The Global Reporting Initiative (GRI) and the
International Integrated Reporting Council
(IIRC): the reporting directives recommended
by these two organizations guide BRF’s
practices and accountability, whilst also
contributing to the definition of metrics and
indicators for our operations.
• GHG Protocol Brazilian Program: the Public
Registry of Emissions is used as a tool for the
annual publication of the global inventory of
emissions of greenhouse gases, being audited
by an independent entity.
• Science Based Targets initiative (SBTi): BRF
adheres to the SBTi initiative, that mobilizes
companies to adopt science-based targets
for the reduction of their emissions of
greenhouse gases (GHGs). In line with the
United Nations’ “Race to Zero” campaign, the
SBTi is aiming to globally reach the objectives
of the Paris Agreement: to limit global
warming to 1.5°C, in relation to pre-industrial
levels.
• MOVER: BRF is a member of the Movement
for Racial Equity (MOVER), that aims to fight
racism through actions that work to reduce
racial inequality in Brazil. Find out more at
https://somosmover.org/.
• Round Table on Responsible Soy (RTRS):
In 2021, BRF joined the Round Table on
Responsible Soy. The RTRS is an international
non-profit association, founded in 2006 and
with headquarters in Switzerland, that aims
to foment the sustainable production and
commercialization of soy and its derivatives,
whilst respecting socio-environmental criteria
defined by an internationally recognized
certification standard. Members of the
association include entities drawn from civil
society and the third sector.
• Round Table on Sustainable Palm Oil
(RSPO): In 2020, BRF joined the RSPO, a
non-governmental organization that brings
together the leading stakeholders in the oil
palm chain, including producers, businesses,
retailers, investors and other organizations.
The RSPO aims to minimize impacts on the
environment and on the communities in
the productive regions. With this in mind, it
has developed a list of socio-environmental
criteria in order to contribute to a more
sustainable chain.
• Reciclar pelo Brasil: BRF joined this platform
in 2019, working to encourage reverse
logistics actions together with other Brazilian
companies.
60
Participation in associations and entities
GRI 102-13
• Associação Brasileira das Companhias Abertas (ABRASCA);
• Associação Brasileira dos Criadores de Suínos (ABCS);
• Associação Brasileira da Indústria de Alimentos (ABIA);
• Associação Brasileira de Proteína Animal (ABPA);
• Associação Brasileira de Reciclagem Animal (ABRA);
• Associação Gaúcha de Avicultura (ASGAV);
• Associação Catarinense de Avicultura (ACAV);
• Associação de Avicultores de Minas Gerais (AVIMIG);
• Confederação Nacional da Indústria (CNI)
• Brazl-China Business Council (CEBC);
• Sindicato Nacional da Indústria de Alimentação Animal (SINDIRAÇÕES);
• Associação Pró-Desenvolvimento Industrial do Estado de Goiás (ADIAL-
Goiás);
• International Poultry Council (IPC);
• Centro Brasileiro de Relações Internacionais (CEBRI);
• The Marine Ingredients Association (IFFO);
• BRICS Business Council (CEBRICS);
• Brazil-Japan Business Council EBRAJ);
• Brazil-Argentna Business Council (CEBRAR);
• Brazil-Mexico Business Council (CEBRAMEX);
• Brazil-Chile Business Council (CEBRACHILE);
• B20 (G-20 Business Group);
• Guiding Board Member of the Rede Brasil of the UN’s Global Compact;
• Rede Brasil of the Global Compact (signatory);
• Brazilian Corporate Board for Sustainable Development (CEBDS).
WELCOMEIDENTITYRESULTSGRIANNEXESSTRATEGYBRF 2021 INTEGRATED REPORT 61
4.
RESULTS
MATERIAL TOPICS:
IN THIS CHAPTER:
• Business performance
• Quality and food safety
• Development of our team
• Responsibility in the value chain
• Animal welfare
• Environmental Management
FOOD
SAFETY
BIODIVERSITY
PACKAGING AND
RECYCLABILITY
CLIMATE
CHANGE, WATER
AND ENERGY
SOCIAL
RESPONSIBILITY
ANIMAL
WELFARE
HUMAN AND
ORGANIZATIONAL
DEVELOPMENT
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 62
Results:
our value creation
In line with our 2030 Vision and our
commitments to the sustainable management
of the businesses and throughout our value
chain, we have directed our efforts to the
recovery of our economic-financial results and
the creation of value for all our publics - from
employees, suppliers and partners to our
customers and society.
In this chapter, we present the commitments,
management approaches, highlights and
performance indicators relating to those fronts
that are most important to our businesses and
to our stakeholders.
The Finance and Risk Management
Committee (CFGR) reviews the
financial statements that are later
approved by the Board of Directors
Business
performance
GRI 103-2, 103-3 | 201
The management of our economic
performance is monitored by means
of quarterly and annual reports, and
financial statements audited by third
parties. Furthermore, the Finance and Risk
Management Committee (CFGR) reviews the
financial statements that are later approved by
the Board of Directors.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT Please find below the highlights of our
economic and financial performance:
In 2021, we achieved a total net revenue of
R$ 48.3 billion, a growth of 22.5% in relation
to 2020, with this stemming from: better
commercial performance in the Brazil segment;
an increase in the net revenue from the
International segment, with greater volumes
of direct exports and a better price dynamic;
a positive hedge impact of R$ 318 million;
and greater volumes and invoicing in the the
Ingredients segment.
Furthermore, in 2021 we registered R$ 5.5
billion in adjusted Ebitda, an increase of 7.2%,
and 11.5% in Ebitda Margin, a reduction of
2.6p.p. against the previous fiscal year, this
being a reflection of our execution capacity,
without losing focus on the long-term vision.
FINANCIAL PERFORMANCE (R$ MILLIONS)*
Net operating revenue
Gross profit
Gross margin
Ebitda Margin
Adjusted Ebitda
Adjusted Ebitda margin
Net profit (ongoing operations)
Net margin (ongoing operations)
Net profit (total corporate)
TOTAL NET MARGIN
2021
2020
∆ 2021 and
2020 (%)
48,343
10,166
21.0%
11.5%
5,559
11.5%
517
1.1%
437
0.9%
39,470
9,336
22.5%
8.9%
23.7%
(2.6) p.p
13.1%
(1.6) p.p.
5,187
7.2%
13.1%
(1.6) p.p
1,390
(62.8% )
3.5%
(2.5) p.p.
1,390
(68.5%)
3.5%
(2.6) P.P.
* All the data, from 2019 to 2021, includes the information from BRF One Pet.
EBITDA (R$ MILLIONS)*
63
2021
2020
∆ 2021 and
2020 (%)
Consolidated Net Result
517
1,390
(62.8%)
Income and social contribution taxes
Net Financial
Depreciation and Amortization
Ebitda
Ebitda Margin (%)
Impacts of 'Operação Carne Fraca/Trapaça'
Fair value of forests
Tax recovery
Non-controlling shareholding interest
Others**
Adjusted Ebitda
Adjusted Ebitda margin (%)
ICMS PIS/COFINS impact
Adjusted Ebitda Ex-Tax Effects*
Adjusted Ebitda Margin Ex-Tax Effects* (%)
(552)
3,045
2,746
(242)
127.9%
1,699
2,394
79.2%
14.7%
5,756
5,241
9.8%
11.9
9
(16)
13.3
(1.4) p.p
232
(22)
(96.1%)
(24.3%)
(125)
(350)
(64.2%)
(18)
(76)
(7)
91
175.6%
(157.6%)
5,559
5,187
7.2%
11.5
0
5,559
11.5
13.1
(1.6) p.p.
92
5,095
n.m.
9.1%
12.9
(1.4) p.p.
* All the data, from 2019 to 2021, includes the information from BRF One Pet.
** ‘Others’ refers to results adjustments in the sale of businesses and impairment.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 64
1.
Issuance of R$ 1,000 million
in Agribusiness Receivables
Certificates (CRA) tied to
debentures;
2.
Issuance of R$ 400 million via
‘Rural Credit’;
3.
Isuance of R$ 1,186 million in
Trade Finance operations;
4.
Repurchase of Senior
Unsecured Notes maturing
in 2030 in a sum equivalent
to R$297 million (US$59
million); and
5.
Early receipt of R$ 249
million in short-term Trade
Finance operations;
INDEBTEDNESS
The net indebtedness totaled R$ 17,332 million
in 2021, an increase of 22.5% when compared
to 2020, whilst the net leverage, measured
by the ratio between the net indebtedness
and the Adjusted Ebitda, reached 3.12x in the
period, against 3.06x in the previous fiscal year.
Proforma leverage, including the raising of R$
5.4 billion through the follow-on, hit 2.17x. This
result is a reflection of the recent acquisitions
of the companies Hercosul and Mogiana
Alimentos in the pet segment.
Furthermore, the average indebtedness term
was extended to 9 years in 2021, this being an
increase of 0.9 year compared to 2020.
In line with the strategy of extending the
indebtedness profile in local currency,
diversifying the sources of financing and
optimizing the time/cost relationship of its
debt instruments, in 2021 we most importantly
concluded the following operations:
INDEBTEDNESS* (R$ MILLIONS)
Current
Non-current
2021
2020
∆ 2021 and
2020 (%)
National currency
(1,037)
(8,076)
(9,112)
(6,665)
36.7%
Foreign currency
(2,494)
(14,219)
(16,713)
(16,125)
3.6%
Gross indebtedness
(3,531)
(22,295)
(25,825)
(22,790)
13.3%
Cash and investments**
National currency
Foreign currency
Total investments
4,996
3,039
8,035
15
443
458
5,011
3,482
8,493
4,461
4,177
8,638
Net indebtedness
4,505
(21,837)
(17,332)
(14,152)
* All data from 2021 includes information on BRF One Pet, as of the date of acquisition.
** The cash considered is made up of: Cash and Cash Equivalents, Short-term investments, Restricted
Cash, and Derivative Financial Assets.
12.3%
-16.6%
-1.7%
22.5%
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 65
CAPEX
It is important to mention the acquisitions of the
companies in the Pet Food segment during 2021
- Hercosul and Mogiana Alimentos – for R$ 966
million, and the greater Capex of R$ 1,220 million,
compared to the previous year. The evolution
of the Capex arises from the acceleration of
investments in the expansion and modernization
of the production units, in energy and operational
efficiency projects, and from advances in
programs relating to the digital journey.
ADDED AND DISTRIBUTED VALUE
GRI 201-1
In 2021, our distributed value totaled
R$ 14,711 billion (against R$ 13,780 billion in
2020), this being destined to payment of taxes,
personnel remuneration and operational costs -
the distribution of which was as follows:
READ MORE
Read more in our financial
information
CAPEX (R$ MILLIONS)*
ECONOMIC VALUE DISTRIBUTED (R$ MILLION)* GRI 201-1
2021
2020
∆ 2021 and
2020 (%)
2021
2020
2019
Growth
Efficiency
Support
Biological assets
Commercial leasing and
others
TOTAL
Total M&A
TOTAL – CAPEX + M&A
729
198
669
1,228
857
3,681
971
4,652
388
56
420
971
627
87.9%
253.6%
59.3%
26.5%
36.7%
2,462
49.5%
(65)
(1593.8%)
Personnel
5,772
5,784
5,243
Taxes, charges and
contributions
Remuneration of third-
party capital
4,657
4,236
3,893
3,765
2,370
3,350
Shareholders
517
1,390
1,213
TOTAL
14,711
13,780
14,143
ECONOMIC VALUE RETAINED (R$ MILLIONS)* GRI 201-1
2021
2020
2019
2,397
94.1%
TOTAL
33,632
25,689
19,304
* All the data, from 2019 to 2021, includes the information
from BRF One Pet.
* All the data, from 2019 to 2021, includes the information
from BRF One Pet.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 66
DISTRIBUTED ECONOMIC
VALUE (R$ MILLIONS)
26%
payments to capital
providers
4%
shareholders
PERFORMANCE OF THE MARKETS*
Brazil
Over the year, our pass-through pricing strategy,
due to the inflationary scenario, and the increased
sales in the aggregated value mix, contributed to
consistent results in Brazil, even considering the
difficult situation. We recorded a net revenue of 24.8
billion, a growth of 17.6% compared to that of 2020.
32%
employee wages and
benefits
39%
operating costs
2021
2020
Annual vari-
ation (%)
Volumes (thousands of tons)
2,301
2,333
(1.4%)
Poultry (fresh)
Pork and others (fresh)
Processed foods
456
128
465
121
(2.0%)
5.6%
1,717
1,746
(1.7%)
Net operating revenue (millions)
24,809
21,094
17.6%
Average price (R$/kg)
Gross profit (R$ millions)
Gross margin (%)
Adjusted Ebitda (R$ millions)
Adjusted Ebitda margin (%)
Adjusted Ebitda ex-tax effects (R$ millions)
Adjusted Ebitda Margin ex-tax effects (%)
10.78
5,350
21.6
2,928
11.8
2,928
11.8
9.04
19.3%
5,194
3.0%
24.6
(3.1) p.p.
3,079
(4.9%)
14.6
(2.8) p.p.
2,987
(2.0%)
14.2
(2.4) p.p.
*All data from 2021 includes information on BRF One Pet, as of the date of acquisition.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 67
Asia
In the Asian market, we have noted a growing
demand for foods in China and Japan and rising
prices in dollars in these same countries and
in South Korea. On the other hand, the sharp
drop in pork meat prices in China had a negative
impact on the average price in the region,
going against the shift in costs and freight, thus
pressuring the margins in this market.
Due to this context and the rise in costs tied to
the prices of commodities and the worsening
of the energy, property and logistics crisis,
the market showed a negative margin, which
seriously affected the Company's profitability in
the region.
INTERNATIONAL
ASIA
2021
2020
Annual
variation (%)
2021
2020
Annual
variation (%)
Volumes (thousands of tons)
Poultry (fresh)
Pork and others (fresh)
Processed foods
1,958
1,498
188
271
1,880
1,444
195
242
Net operating revenue (millions)
21,515
17,240
Average price (R$/kg)
10.99
9.17
CPV
(17,274)
(13,370)
Gross profit (R$ millions)
4,240
3,870
4.1%
3.8%
(3.4%)
12.2%
24.8%
19.9%
29.2%
9.6%
Volumes (thousands of tons)
Poultry (fresh)
Pork and others (fresh)
Processed foods
Net operating revenue (millions)
Average price (R$/kg)
CPV
Gross profit (R$ millions)
Gross margin (%)
19.7
22.4
(2.7) p.p.
Gross margin (%)
Adjusted Ebitda (R$ millions)
2,142
2,101
2.0%
Adjusted Ebitda (R$ millions)
Adjusted Ebitda margin (%)
10.0
12.2
(2.2) p.p.
Adjusted Ebitda margin (%)
551
384
151
15
6,285
11.41
(5,284)
1,001
15.9
674
10.7
554
378
156
20
5,658
10.21
(4,059)
(0.6%)
1.8%
(3.2%)
(25.1%)
11.1%
11.8%
30.2%
1,599
(37.4%)
28.3
(12.3) p.p.
1,418
(52.5%)
25.1
(14.3) p.p.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 68
Halal DDP Market
The net revenue in Halal Distribution continued
to expand during the period, with volumes
remaining high and an increase in the price in
dollars, both in GCC operations and the Turkish
market.
HALAL DDP MARKET
Volumes (thousands of tons)
Poultry (fresh)
Pork and others (fresh)
Processed foods
Net operating revenue (millions)
Average price (R$/kg)
CPV
CPV/kg
Gross profit (R$ millions)
Gross margin (%)
Adjusted Ebitda (R$ millions)
Adjusted Ebitda margin (%)
2021
2020
Annual varia-
tion (%)
722
586
2
135
8,742
12.10
717
598
2
117
7,282
10.16
(6,522)
(5,556)
(9.03)
2,219
25.4
1,019
11.7
(7.75)
1,726
23.7
556
7.6
0.8%
(2.0%)
(21.8%)
15.6%
20.0%
19.1%
17.4%
16.5%
28.6%
1.7 p.p.
83.3%
4.0 p.p.
GAIN IN MARKET SHARE AND LEADERSHIP
Worthy of special mention are the increase in the share
of processed foods and value added products, and the
leading position of our brand in these categories, with
Sadia at the forefront with 38.1% of the market share in the
1
, whilst Banvit occupied the leading position in the
GCC
Turkish market, with a 22.3% share, equivalent to 7p.p. in
relation to the second placed competitor.
1 The Gulf Cooperation Council, that unites the States located in the Persian Gulf region.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 69
EXPORTS ADVANCES
In 2021, we maintained our position of leadership
in exports to Saudi Arabia, with advances in the
development of our business in the region. Furthermore,
we were pleased to announce the obtaining of export
quotas to Mexico and greater volumes to Europe, the
Americas and Africa, with a greater share of products
with added value.
Direct exports
Over this fiscal year, we registered a 12.4% growth
in export volumes with prices in dollars, due to
the the greater international demand for foods,
principally in the Middle East, North Africa and
the Americas. The high prices partially offset the
increased costs and the sharp rise in maritime
freight costs registered over the period.
DIRECT EXPORTS
Volumes (thousands of tons)
Poultry (fresh)
Pork and others (fresh)
Processed foods
Net operating revenue (millions)
Average price (R$/kg)
CPV
CPV/kg
Gross profit (R$ millions)
Gross margin (%)
Adjusted Ebitda (R$ millions)
Adjusted Ebitda margin (%)
2021
2020
Annual
variation (%)
685
528
35
121
6,488
9.47
609
468
36
105
4,300
7.06
(5,467)
(3,755)
(7.98)
1,020
15.7%
450
6.9%
(6.16)
545
12.7%
127
3.0%
12.4%
12.7%
(2.2%)
15.7%
50.9%
34.3%
45.6%
29.6%
87.1%
3.0 p.p.
254.5%
4.0 p.p.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT Other Segments
The results from Other Segments are
made up of those from the following areas:
Ingredients (solutions in natural and innovative
ingredients for the health care and nutrition
industries); Global Desk (area responsible for
the liquidation of certain fresh products and
negotiation of energy contracts, amongst
others); and Pet Food.
In 2021, our performance was principally driven
by the Ingredients business.
Corporate
In 2021, the segment was impacted, principally,
by the net result of provisions for civil and
tax contingencies; by the sale and drop in
property assets; and by actions implemented
for preventing and combating the effects of
Covid-19.
READ MORE
Access our full Financial Statements
here
PETS IN EXPANSION
The pet food business, that was driven by the new acquisitions
of Hercosul and da Mogiana, also contributed to the profitability
of Other Segments. During the period, we increased our portfolio
with the launch of eight new products, seven of which formed
part of the Three Dogs and Three Cats brands, dedicated to
the ‘senior’ phase of the life of dogs and cats, a segment that
is demonstrating increasing growth, considering the longer
life expectancy of pets. Furthermore, we have continued the
integration process involved in the management of the acquired
companies, and the performance of the second semester partially
included the results of these two companies. In the fourth
quarter, Mogiana and Hercosul contributed 100% to the results.
OTHER SEGMENTS + INGREDIENTS
Volumes (thousands of tons)
Ingredients
Pet
Other Sales
Net operating revenue (millions)
CPV
CPV/kg
Gross profit (R$ millions)
Gross margin (%)
Adjusted EBITDA (R$ millions)
Adjusted Ebitda margin (%)
CORPORATE
70
2021
2020
Annual
variation (%)
363
206
72
85
2,020
(1,446)
(3.99)
574
28.4
468
23.2
266
173
7
85
1,135
(864)
(3.25)
272
23.9
218
19.2
36.4%
18.6%
954.6%
(0.8%)
77.9%
67.4%
22.8%
111.2%
4.5 p.p.
114.1%
3.9 p.p.
2021
2020
Annual
variation (%)
Gross profit (R$ millions)
Adjusted EBITDA (R$ millions)
1
21
0
(211)
n.m.
n.m.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 71
dates such as Mothers’ Day and Christmas.
To get closer to young people, we established
a partnership with the NBA and developed
actions for CCXP and Oscar. Furthermore, we
pursued campaigns designed to boost BRF’s
Big Bets categories, such as Ready Meals and
Pork, in which we encouraged consumption
through a campaign led by the chef Felipe
Bronze.
th
• In the year of BRF’s 87
celebrated 50 years of Lek Trek, Sadia’s iconic
character. In commemoration, we launched a
anniversary, we
STRENGTHENING THE BRANDS
AND PROFITABILITY
As well as the gains in productivity and the
assertiveness of the commercial strategy, our
value delivery is based on the management and
strengthening of our brands. In this period we
achieved a record in food preference, hitting
43.1%, with growth recorded amongst both the
principal shopper for these brands, women,
and tomorrow’s consumer public - young
people. Furthermore, we kept the preferences
level of our brands at margins greater than
60%. During the period, we listened to 60,000
consumers to monitor changes in behavior
and trends, converting consumer insights into
business opportunities for BRF. We also built
an important asset: an owner client base, with
600,000 registered individuals. Finally, we
invested in strengthening our brands through
different actions.
• In 2021, Sadia launched a number of new
products for different occasions and publics,
strengthening the frozen products, Bem-
estar, Veg & Tal and Livre Lev lines. The brand
remained ever present in the communication
with women, strengthening an emotional tie
in campaigns such as Holidays and special
We launched a number
of campaigns with
ambassadors during
the year
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 72
campaign with actions on TV and social media,
and a theme-based exhibition in Concórdia
(SC), the birthplace of Sadia. The mascot was
created in 1971, as ‘Frango Veloz’, to mark the
launch of smoked chicken and highlight the
speed with which it could be prepared. His
features evolved over the years, along with
the consolidation of the Sadia brand, which is
now a market leader, not only in Brazil, but in
numerous international markets.
• Perdigão announced a new brand ambassador:
Ivete Sangalo, star of the “O Sabor de Perdigão
tem poder” (“The flavor of Perdigão has
power”) campaign, that covers the brand’s
biggest categories, such as mortadella, smoked
meats and cheeses, and ready meals. ‘Na
Brasa’ was present on the consumer’s calendar
the year round (holidays, weekends and special
dates), as well as in the area of football. It also
had a permanent digital strategy in the digital
and off-line year. And there were end-of-year
innovations, with new flavors of lasagna with
Pork, a limited edition for Christmas.
• Qualy commemorated its 30
th
anniversary in
2021 and, in celebration, honored the local
communities in the cities where its production
units are located, with artistic murals and
the ‘Casa Nova Qualy’ promotion, which
included the participation of Taís Araujo and
Lázaro Ramos, impacting around 72 million
people. Furthermore, it reinforced its socio-
environmental pillar, strengthening the
commitment to offsetting its packaging and
guaranteeing the recycling of 100% of the
plastic used in Qualy products, in partnership
with ‘eureciclo’. The brand also launched
the"Tudo de Bolo’ free platform, offering
training and business management content for
people whose income is based on home baking.
Qualy was fundamental to us maintaining
our leadership position. Deline strengthened
our regional activities with promotions in
the North and Northeast, whilst Claybom
gained preference and market share amongst
consumers, and we resumed activations within
the Sofiteli brand, leading the market in the
‘Cash & Carrier’ focus channel.
In the international market, we maintained our
focus on categories of high added value, with an
innovation agenda concentrated on processed
foods, including 128 products launched in 2021.
In the Asian market and that of direct exports, we
expanded our portfolio with 88 SKUs, aiming to
achieve new volumes and meet our customers’
needs, increasing our share in the international
markets.
87
SKUs
launched in Brazil
R$ 244
million
invested in Research and
Development in the year
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT BRAND RECOGNITION
BRAZIL
Sadia: Leading brand in foods in the
final quarter of 2021;
Perdigão: Grew 1.7pp in preference in
the foods category;
Qualy: Leader in preference and market
share in the margarines category.
(*) Source: Kantar Insights and Nielsen 2021.
73
PET FOOD
10% market share,
according to data estimates by
the Brazilian Association of Pet
Industry Products (ABINPET).
Leader in market
share in Paraguay
and Uruguay.
BRANDS
INTERNATIONAL
Sadia: leader with a 38.1% market share in
the GCC region, (Gulf Cooperation Council)
Banvit: remained the leader in Turkey in
every category in which it participates in
the domestic market.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT Quality and Food Safety GRI 103-2, 103-3 | 416, 417
From the field to the consumer’s table, we are
committed to guaranteeing quality throughout
our production chain. As such, food safety
and the perceived quality by the client and
consumer are non-negotiable for BRF, and
they are the focus of investments and regular
monitoring and control actions.
Governance of the topic involves a specific
executive board named the Quality and
Sustainability Committee, involving the Board
of Directors, that started reporting directly to
the CEO in 2021. We have a Quality Policy that
recognizes and reflects our commitment to
quality and safety of foods, with the priority of
meeting all the requirements established by the
law and the markets, as well as the needs of the
customers and consumers.
Furthermore, the pillar defined as the Quality of
the Operational Excellence System (SEO) provides
guidance, tools and quality control measures for
our activities.
Efforts in quality
drive BRF’s senior
management
74
ETHICAL AND SOCIO-ENVIRONMENTAL
COMPLIANCE
GRI 103-2, 103-2 | 307, 419, 419-1
In 2021, we evolved in terms of our processes and
adopted the Sedex Members Ethical Trade Audit
(SMETA), one of the most widely used ethics auditing
formats in the world. Based upon the Ethical Trading
Initiative (ETI) code of conduct, it assesses aspects
relating to labor legislation, health and safety, and
environmental and business ethics.
By including various aspects, the audit is recognized
by a wide range of BRF clients, meaning it contributes
to the standardization and optimization of the
processes. In 2021, eight units were audited (Capinzal,
Concórdia, Lajeado, Serafina Corrêa, Toledo, Videira,
Chapecó and Bandirma), six of them being audited
through the SMETA protocol and two in line with the
specific protocol of the client McDonald’s.
Of the eight units audited, six were found to be in
full compliance. Furthermore, the Toledo unit was
recognized as the best supplier to the McDonald’s
chain. In the area of social responsibility, the unit was
awarded the maximum score (‘Green’), that attests to
zero non-compliance.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT Quality and safety
from the field
to the table
>
Production chains:
With a fully integrated structure, entitled
‘Vertical Integration’, BRF assumes control and
responsibility for all the points of our chain.
By managing everything from the beginning
to the end of the chain, we seek to guarantee
the quality and safety of the products. Find out
more in Responsibility in the Value Chain.
75
>
Laboratories:
our laboratories are staffed by a multi-disciplinary team
made up of veterinary doctors, biologists, chemists,
engineers, food engineers, administrators, pharmacists, bio-
technologists and bio-medics, amongst others responsible
for mapping the quality and safety of our products through
micro-biological, physicochemical and bromatological
analyses of waste, packaging and sensory features.
>
Certifications: our quality management system is
widely used to certify our processes and units, as well as
update and test their operational governance. We have a
range of certifications that attest to the adoption of the
best practices of the supply chain through to the factory.
Read more in the Certifications and Audits box.
>
Traceability:
Our target is to guarantee the traceability of 100% of the grains
acquired in the Amazon and Cerrado regions by 2025. As such, in
2021, we published our Sustainable Grain Purchasing Policy, that
reinforces our commitment to conserving the environment and
combating deforestation. Find out more in Responsibility in the
Value Chain..
READ MORE
Find more information here
>
Customers and consumers:
the consumer lies at the heart of our actions. To meet the consumer’s
expectations and ensure the unique level of quality in the market, we
perform tests and continually listen to our potential publics. Based upon
the results of these tests and the evaluations provided by our laboratories,
we look for routes to continually improve and innovate our operations.
Find out more about this in clients and consumers.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 76
INNOVATION TIED TO COMPLIANCE
In 2021, we concluded implementation of the PLM
(Product Lifecycle Management) project. Made
available to the Research and Development, Quality
and CSC teams, the focus of this initiative is to
provide greater reliability in the product life-cycle
processes, ensure compliance and reduce losses. We
also implemented an automated and standardized
management platform for the internal Corporate
Quality audits.
MONITORING AND CONTROL OF FOOD
QUALITY AND SAFETY
GRI 103-2, 103-3| 416, 416-1
In 2021, six of the 30 regulatory documents
published in 2020 were revised. These
documents relate to the quality and safety of
the products, with criteria covering 100% of
our essential categories, products and services,
as well as sanitary and regulatory risks, and
those relating to potential non-compliance with
international regulations governing the safety
and quality of food production.
Specifically in relation to quality control,
we perform a systematic evaluation of
characteristics including packaging,
appearance, smell, flavor and texture for all the
products leaving our industrial units. For our
strategic products, which we refer to as ‘icons’,
we have a monitoring system specifically
designed to ensure the perceived quality ,
and these analyses are intensified for the icon
products to guarantee quality following the
distribution chain.
These analyses are performed by trained
sensory analysts at our Innovation Center in
Jundiaí (SP), and are implemented through
the adoption of increasingly strict standards of
quality. We have also adopted a ‘Quality Index’,
that analyzes and monitors complaints and the
results of our micro-biology performance.
BRF evaluates the risks in each process; 100%
of the products, or of the product categories,
are included in the evaluation of the impacts
on the health and safety of the consumer and
in the improvement process. It should be noted
that all production units have HACCP (Hazard
Analysis and Critical Control Points) plans in
place, in which the severity versus likelihood
of occurrence of hazards or critical points is
evaluated for each production process. Based
upon this evaluation we are able to determine
the risk relating to the health and safety of the
foods produced. In 2021,100% of our products
underwent hazard assessments.
GRI 416-1
As a means of reinforcing our Food Safety
Culture, we apply a quantitative diagnosis
designed to guide our continuous improvement
actions for the coming years. We further
evaluate our quality system by means of
internal and external audits that are performed
annually under the direction of the Corporate
Quality Assurance Department.
Every year we further develop our targets
relating to quality. In 2021, the following
received special attention: improvement in the
adherence of our ‘icon’ products; reduction
of microbiological contamination; reduction
of non-compliance in audits; adherence to
certifications/licensing; and strengthening of
the food safety culture.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 77
READ MORE
Find out more in Animal welfare.
CERTIFICATIONS AND AUDITS
To guarantee quality and safety throughout the
production chain, in addition to internal audits,
we have certification routines in place and
these are regularly audited. For our suppliers,
we have a certification program that is based
upon international certification requirements
in accordance with the Global Markets of the
Global Food Safety Initiative (GFSI).
In the field, our production processes are
continually checked and audited by our clients
and by international entities. Amongst the
certifications that we hold , are the ‘Global
G.A.P for livestock production’ and ‘Certified
Humane for animal welfare’ seals.
External audits are also performed regularly,
to certify the processes under different
international regulations relating to quality,
safety or the environment. In this area, we can
highlight the ISO 9001 (Quality Management
System), BRC and IFS food quality and safety
certifications, amongst others. Our clients also
perform external audits on plants certified for
exportation in Brazil, Turkey and Abu Dhabi.
Regulatory agencies, such as the Ministry of
Agriculture, Livestock and Supply (Mapa) and
the National Sanitary Surveillance Agency
(Anvisa) in Brazil; the Ministry of Food,
Agriculture and Livestock in Turkey; and the
Abu Dhabi Agriculture & Food Safety Authority
(Adafsa), audit and check our activities in
terms of compliance with the applicable legal
requirements.
Another example is the Authorized Economic
Operator (OEA), issued by the Brazilian Federal
Internal Revenue Service, which qualifies us as a
safe and reliable company in our Overseas Trade
Operations.
In 2021, new OEA certified processes were:
the slaughter of chickens at Francisco Beltrão;
the slaughter of pigs and production of cured,
packaged meats in Concórdia; the production
of margarine in Vitória do Santo Antão; and the
production of industrialized products in Joody
(Saudi Arabia).
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT PRODUCTION VOLUMES MANUFACTURED AT OPERATIONAL UNITS
CERTIFIED BY AN INDEPENDENT ORGANIZATION IN ACCORDANCE
WITH INTERNATIONAL FOOD SAFETY MANAGEMENT REGULATIONS* GRI FP5
CERTIFICATIONS FROM THIRD PARTIES IN ACCORDANCE WITH INTERNATIONAL
REGULATIONS WITHIN THE FOOD SAFETY MANAGEMENT SYSTEM
Certification
Final product/
raw-material
Unit
2019
2020
2021
2018
78
Total food production (tons)
5,234,684.00
5,269,423.00
5,614,720.00
ISO 17025: 2005
Raw material
Brazil (Carambeí, Videira, Concórdia,
Jundiaí, Marau, Uberlândia, Francisco
Beltrão, Dois Vizinhos, Toledo, Lucas do Rio
Verde and Capinzal)
Production of foods manufactured at
operational units certified by an independent
organization in accordance with internationally
recognized food safety management
regulations (tons)
Percentage of the volume of foods
manufactured at operational units certified by
an independent organization in accordance
with internationally recognized management
system regulations
* BRF One Pet data has not been included.
1,571,719.00
1,784,847.00
2,287,065.00
2020
BRC
30.03%
33.87%
40.73%
IFS
Final product/raw-
material
Brazil (Marau, Chapecó, Capinzal, Toledo,
Paranaguá)
Final product/raw-
material
Brazil (Serafina Corrêa, Dourados, Rio
Verde, Toledo, Uberlândia, Dois Vizinhos,
Concórdia, Videira, Tatuí)
FSSC22000
Final product/raw-
material
Turkey(Izmir chicken, Izmir turkey, Bandirma
and Elazig)
2021
BRC
IFS
Final product/raw-
material
Brazil (Marau, Chapecó, Capinzal, Toledo,
Vitória do Santo Antão, Paranaguá)
Final product/raw-
material
Brazil (Serafina Corrêa, Dourados, Rio
Verde, Toledo, Uberlândia, Dois Vizinhos,
Concórdia, Videira, Tatuí, Francisco Beltrão)
FSSC22000
Final product/raw-
material
Turkey (Izmir chicken, Izmir turkey,
Bandirma and Elazig) Abu Dhabi (Kizad)
ISO22000
Final product
Saudi Arabia (Joody)
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT MARKETING AND LABELING COMPLIANCE
GRI 103-2, 103-3, | 417, 417-1
BRF’s Registration and Labeling Department
is responsible for checking the necessary legal
requirements (name, list of ingredients, claims,
lettering size and nutritional table, amongst
others) in 100% of the product categories and
in all label alteration projects.
The packaging and raw materials used in 100%
of our product categories follow a model of
ratification that involves the technical areas
(R&D and Quality). There are also checks
performed on all the raw materials and
ingredients added to the products, as well
as the packaging that either has or could
have direct contact with our products. All the
packaging is created in line with the recycling
categories established by ABNT norm
NBR 13230.
ADDITIONAL INFORMATION
In order to attest to the quality of our products
before the consumers, we also consider the
inclusion of additional information, such as
recycling and selective waste collection seals and
certifications relating to specific markets (such as
Halal, related to Islamic standards). In the case of
the Sadia brand, for example, some products carry
information relating to animal welfare and the
health properties, as well as an organic seal.
79
ADOPTED LABELING STANDARDS
Outsourcing of components
(information required): in
those cases where production
is outsourced, the products
or services are submitted to a
ratification process in line with
corporate regulations, and
the entire labeling process is
checked by BRF.
Substances that could have a
socio-environmental impact
(mandatory information): all
inputs used in manufacturing
must be in line with current
legislation and receive
approval from areas such as
R&D, Regulatory, Quality, and
Procurement.
Safe use of a product or service
(mandatory information): we
address this issue on our product
labels.
Product disposal and
environmentalor social
impacts: the packaging
contains guidance on its
recycling category according
to the ABNT NBR 13230
standard.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT
80
NUTRITION AND HEALTHINESS
GRI FP5, FP6, FP7
In the sphere of human consumption, we seek
to create products that provide a balanced
combination of convenience, practicality, flavor
and the proper levels of nutrition, whilst also
meeting different profiles and demands.
For more than 10 years, we have worked
together with the Brazilian Food Industry
Association (ABIA) on behalf of healthiness.
Amongst the measure that we have adopted
are:
• We do not add trans fats to our foods,
excluding those naturally contained in dairy
and beef products;
• Through innovation, we seek improvements
in the profile of the foods we produce in order
to mitigate potential impacts on consumer
health;
• We continue to carry out studies aimed at
decreasing the levels of sodium and saturated
fats in products without altering sensory
aspects or food safety;
• Since 2016, when we announced a 30%
reduction in sodium content in Sadia brand
products, we have sought to comply with
established industry agreements and to keep
our portfolio in line with the levels defined
jointly between the representative trade
associations and the Ministry of Health.
In 2021, we expanded the Ready Meals category
with the launch of the Sadia Livre&Lev line, with
products such as ham made of 100% pig shank,
thus providing a product free of colorants and
flavorings. The line also includes frozen wraps
that are made of natural ingredients such as
sun-dried tomatoes, rocket, chicken breast,
mustard and honey. The packaging used for
the new line also bears a QR Code that directs
the client to a Livre&Lev web page containing
healthy tips and recipes.
(UN) Decade of Action on Nutrition, BRF is
seeking to coordinate actions focused on
education for the reduction of food waste,
socioeconomic inclusion and access to foods.
Through the BRF Institute, we have been
strengthening strategic partnerships with
Gastromotiva, with the Programa Mesa Brasil,
with UNICEF, and with local organizations
in cities where BRF is present, as outlined in
more detail in the Communities topic.
In the alternative proteins category, we have
the Sadia Veg&Tal portfolio, with products
developed from a base of vegetables and
natural spices, such as vegetables frozen
without losing any nutrients, pies made with
whole-grain pastry and a mix of grains, and
100% vegetable alternatives that imitate
chicken and meat, thus satisfying the different
profiles of our consumers and demands.
Outside Brazil, at our manufacturing unit in Abu
Dhabi, as part of our Sadia line, we have also
launched chicken and vegetable nuggets made
with Halal chicken that is fast frozen to preserve
the nutrients. Crunchy on the outside and
nutritional and fresh on the inside, they are free
from colorants and artificial flavorings.
Furthermore, given the global scenario of
food insecurity, the worsening of widespread
hunger, and in line with the United Nations’
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT DIGITAL PRESENCE
OUR PORTALS
www.brf-global.com
www.brf-global.com/en/
www.brf-global.com/es/
www.perdigao.com.br
www.sadia.com.br
www.qualy.com.br
www.banvit.com/
www.mercatoemcasa.com.br/
www.centralbrf.com.br
SOCIAL MEDIA
facebook.com/wearebrf
instagram.com/brf_global
linkedin.com/company/brf
youtube.com/user/brfglobal
twitter.com/BRF_Brasil
READ MORE
Visit Omnichannel Strategy.
CUSTOMER AND CONSUMER
SATISFACTION GRI 102-43
Guided by transparency, ethics and our
commitment to the quality and safety of
our products, we aim to serve everyone,
from companies, processors, distribution
companies and different sized points of sale,
spread across Brazil and the rest of the world,
to the final consumer.
As well as control measures (see Food quality
and safety), we regularly invest in technologies
and processes to ensure the quality of the
services provided.
Experience and satisfaction
Our Consumer Services in Brazil follows the
directives of the Consumer Defense Code, as
well as corporate norms and international
regulations, seeking to ensure the best
experience for consumers and customers in
engagement channels.
In order to better serve our clients, we are
seeking to speed up the digitization of our
services. As an example, we have a virtual
assistant for the Sadia brand, available
on both WhatsApp and the BRF Customer
Center portal, and, in 2021, we extended our
virtual assistant and customer services via
WhatsApp to other brands, such as Perdigão,
Qualy and Balance. By doing so, we envision
an experience centered on the client, with a
wide range of information and resources to
allow orders to be tracked from point to point,
through an all-in-one solution.
The Customer Services platform, meanwhile,
enables management of the processes in
real time as well as streamlining responses
and handling, thereby improving the client’s
experience. In 2020, Customer Services in
Brazil received 35,549 contacts, 82% of which
were neutral or positive comments, and 18%
of which were complaints. The international
customer services, meanwhile, received 1,925
contacts.
We also conducted surveys with consumers
in 2021, focusing on our products per market
and per location. The results guide us into
making continual improvements so that our
products can always maintain a high level
of acceptance and recognition amongst our
consumers.
In 2021, our NPS (Net Promoter Score)
satisfaction index achieved the result of 60.33,
an increase of 2.50 compared to 2020. Despite
the consumer NPS no longer being considered
a target, we have managed to remain in the
‘excellence’ zone for the second year.
81
Client privacy
GRI 103-2, 103-3, 418-1
At BRF, we recognize the importance of protect-
ing our stakeholders’ privacy. We have a Privacy
Policy and pursue actions to ensure compliance
with the General Data Protection Law (LGPD).
The project to comply with the LGPD was
implemented in 2019, whilst the Privacy Depart-
ment was created in 2020. In 2021, the process-
es were submitted to an internal audit and they
are constantly developing and evolving.
READ ABOUT OUR PRIVACY
POLICIES
> Global BRF
> Sadia:
> Perdigão
> Qualy
AND OUR TITLE HOLDER SERVICE
CHANNELS
> Qualy
> Perdigão
> Sadia
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT
82
Development
of our team GRI 102-8, 103-2, 103-3 | 401
HUMAN RESOURCES PILLARS
We are a diverse and plural company and, at the end
of 2021, we employed 100,131,000 professionals
distributed across 17 countries, who represent a
fundamental connection for the development of
our activities and to ensure that we can offer quality
foods to people throughout the world.
The management of our human capital includes
actions focused on attracting, retaining and
developing our teams, as well as on appreciating
their diversity and promoting health and safety. It is
also anchored in the pillars that reflect our culture,
as outlined below.
BRF AMONGST THE BEST PLACES TO
WORK
In 2021, Forbes elected BRF the best company
to work for in Brazil and amongst the best in the
world.
It was also well placed on the ‘Indeed’ jobs site,
which conducts its evaluations according to the
experiences of current and ex- employees over the
previous two years.
Inspiring Leadership:
ensuring the consistency
and stability of the
leadership structure and
teams to engage and
inspire the exceptional
performance and conduct
we expect.
Cultivating Talents:
establishing an
environment that
promotes the
identification,
development, and
retention of talents,
and that encourages
excellence in performance
as a means of ensuring
the continuation of the
business.
A Culture of Excellence:
developing an efficient
organization with a culture
of high performance
and meritocracy, in line
with the best people.
management practices.
Proud to be BRF:
ensuring the engagement
and alignment of
employees for execution
of the strategy, as
well as promoting an
environment of safety,
well-being, and best
human resources and
recognition practices.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 83
PROFILE OF OUR TEAM* GRI 102-8
EMPLOYEES¹ BY TYPE OF EMPLOYMENT CONTRACT AND GENDER
Type of contract
2019
2020
2021
Men
Women
Total
Men
Women
Total
Men
Women
Total
Permanent
52,263
33,347
85,610
54,032
37,406
91,438
52,959
39,392
92,351
Temporary
Overseas²
297
5,945
230
760
527
1,020
1,208
2,228
265
333
598
6,705
4,642
2,701
7,343
4,571
2,611
7,182
TOTAL
58,505
34,337
92,842
59,694
41,315
101,009
57,795
42,336
100,131
* BRF One Pet data has not been included.
1 This indicator does not include trainees or apprentices.
2 Our operations outside Brazil are not classified by type of contract.
EMPLOYEES¹ BY TYPE OF EMPLOYMENT AND GENDER
Type of contract
2019
2020
2021
Men
Women
Total
Men
Women
Total
Men
Women
Total
Full time
Part time
52,013
32,959
84,972
54,992
38,492
93,484
53,203
39,633
92,836
542
612
1,154
60
122
182
21
92
113
Overseas²
5,950
766
6,716
4,642
2,701
7,343
4,571
2,611
7,182
TOTAL
58,505
34,337
92,842
59,694
41,315
101,009
57,795
42,336
100,131
1 This indicator does not include trainees or apprentices.
2 Our operations outside Brazil are not classified by type of contract.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 84
EMPLOYEES1 BY GENDER AND REGION
Region
Africa
Asia
Europe
Latam (except Brazil)
2020
2021
Men
Women
Total
Men
Women
Total
7
23
95
36
3
37
89
12
10
60
184
48
6
26
17
38
2
36
19
12
8
62
36
50
Brazil
55,052
38,614
93,666
53,224
39,725
92,949
MENA (including Turkey)
4,481
2,560
7,041
4,484
2,542
7,026
TOTAL
59,694
41,315
101,009
57,795
42,336
100,131
EMPLOYEES1 BY AGE GROUP
Under 30
30 to 50
2020
2021
36,665
33,257
57,371
57,200
More than 50 years old
8,843
9,674
TOTAL
102,879
100,131
1 This indicator does not include trainees or apprentices.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT EMPLOYEES AND WORKERS BY EMPLOYEE CATEGORY AND GENDER
2019
2020
2021
Men
Women
Total
Men
Women
Total
Men
Women
Total
Senior Management
68
7
75
67
9
Middle Management
458
139
597
462
145
76
607
68
486
10
78
176
662
Supervisors and Coordinators
1,996
712
2,708
2,126
863
2,989
2,140
933
3,073
Administrative Staff
4,362
4,006
8,368
4,270
4,575
8,845
4,351
4,705
9,056
Operational and sales
51,621
29,473
81,094
52,768
35,723
88,491
50,750
36,512
87,262
Trainees and apprentices
874
1,039
1,913
821
1,049
1,870
959
1,161
2,120
TOTAL
59,379
35,376
94,755
60,514
42,364 102,878
58,754
43,497
102,251
INDIVIDUALS FROM GOVERNANCE ORGANS
2019
2020
2021
Members of governance
organs
22
22
22
Attraction and retaining of talent
In order to build an efficient and high
performance organization, we seek to attract
and retain talents aligned with our values and
to train them to assume key and leadership
positions.
With the objective of training leaders, we
elected 44 professionals from the Trainee
Supply program to work in the areas of industry,
agriculture, quality and grains.
85
The Accelerate Sales Program is also worthy
of special mention, this being focused on the
academic public, by means of which we select
professionals with Post-Doctorate qualifications
for our Commercial area. In 2021, 20 individuals
were selected.
Remuneration policy
GRI 102-35, 103-2,103-3, 201-3
With a focus on retaining our employees,
our fixed remuneration is established in line
with good market practices and individual
performance. Short-term variable pay is linked
to performance indicators that are achievable
within one year.
Annually, the Personnel, Governance,
Organization, and Culture Committee assesses
the directives and practices established for
the remuneration of BRF’s managers and
employees. If necessary, the committee
submits recommendations to the Board of
Directors to modify the previously adopted
remunerations.
It should be mentioned that the same currently
effective policies relating to post-employment
benefits (private pensions) apply to all company
employees . The plan is available to all
employees in Brazil with 47.78% participating in
2021. The average contribution to the pension
plan was 2% of the salary - base.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT
86
We offered an average of
28.78 training hours per
employee, in 2021.
DEVELOPMENT AND TRAINING
GRI 103-2, 103-3 | 404, 404-2
Preparing our
talents for the business’ current and future
challenges and the global demands is a priority
for BRF. We therefore ensure the proper training
and education for the different areas and
sectors of the Company.
All of BRF’s hierarchical levels are included
in the training and qualification programs,
meaning that all areas and positions participate
in continuous training. Our development
programs include participation in congresses
and learning programs focused on individual
needs.
In 2021, we offered 2,697,429.37 hours of
training, meaning an average of 28.78 hours per
employee.
GRI 404-1
AVERAGE NUMBER OF EMPLOYEE TRAINING
HOURS BY EMPLOYMENT CATEGORY* GRI 404-1
Employment category
Senior Management
Middle Management
Supervisors and Coordinators
Administrative Staff
Operational and sales
TOTAL
* BRF One Pet data has not been included.
2021
4.29
18.95
41.83
16.8
31.25
29.01
AVERAGE NUMBER OF EMPLOYEE TRAINING
HOURS BY GENDER* GRI 404-1
AVERAGE NUMBER OF EMPLOYEE TRAINING
HOURS BY EMPLOYMENT CATEGORY* GRI 404-1
Gender
Men
Women
TOTAL
2020
2021
Employment category
29.75
20.93
31.98
24.54
Apprentices
Trainees
26.09
28.78
TOTAL
2021
17.27
23.42
18.58
* BRF One Pet data has not been included.
* BRF One Pet data has not been included.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT
87
TRAINING IN 2021
• An increase of 137.14% in the volume
of content offered through the Digital
Academy, in 2020;
• 59,656 content downloads on Get
Abstract (an increase of 49.7% compared
to 2020);
• 5,234 courses concluded on Linkedln
Learning (license restricted to 1,500
users);
• More than R$ 2.6 million invested in
graduate and post-graduate courses, an
increase of 62% compared to 2020.
READ MORE
Visit our site.
Training programs
Since 2018, we have operated the Corporate
University - BRF Academy, that brings together
business schools aimed at different areas and
levels, to offer legal and institutional training.
We also invest in external learning initiatives,
providing partial or full grants for courses, for
example, depending upon their relevance for
the talents and for business.
Through the Digital Academy, made available
to 30,000 employees, more than 2,500,000
pieces of content are offered Online (courses,
videos, materials) and at the Corporate
University colleges, with educational
incentives being offered for in-person and
distance graduate and post-graduate courses.
In 2021, approximately 55,000 pieces of
content were offered through the Digital
Academy, LinkedIn Learning and Get Abstract.
We also have other programs available,
including the ‘Viva o Tempero’ (‘Long-live
Seasoning’) and ‘Integração de Líderes’
(‘Leader Integration’) required training
programs, and internal programs such as
‘Treinamento no Local de Trabalho’ (‘TLT’
/ ‘Training in the Workplace’) and specific
training in the use of machinery and livestock
farming best practices.
There is also training for specific areas
such as the Sales Academy, with training
sessions in Saudi Arabia, the United Arab
Emirates, Kuwait, Oman and Qatar focused
on the standardization of the sales processes,
merchandising and the portfolio of products;
the Agro Academy, focused on the training and
qualification of professionals in the rural area,
and the Chicken Academy, an annual training
session that brings together the senior leaders
involved in the broiler chicken production chain.
GRI 404-3
Performance analysis
Through the High Performance Cycle, our
employees are assessed on their performance,
with the results being applied in development
actions, as well as in the formation of the merit,
bonus, internal recruitment and succession
processes.
All the administrative and leadership levels
are included in this cycle that takes place on
a monthly basis. In 2021, 11,752 professionals
and leaders were assessed using this tool, with
this figure representing 100% of the relevant
workforce.
We also performed an operational performance
assessment, focused on professionals from the
Sales, Logistics and Quality departments, as
well as the industry’s Leading Operators. Over
the year, 30,733 employees were assessed,
corresponding to 38.81% of the total number of
employees.
READ MORE
Find a complete table in Annexes..
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 88
VALUING DIVERSITY
GRI 103-2, 103-3 | 405, 405-1, 405-2
As a Brazilian company, with more than 90
nationalities within our operating framework,
we recognize diversity, multi-cultural wealth
and plurality as inherent aspects of our
culture.
We seek to establish an inclusive and
welcoming environment and we encourage
constructive dialogs that support our
contribution to a more just society and our
commitment to respect for every individual.
We have a zero tolerance policy for any
type of discrimination. In addition to this,
we believe in the importance of adopting
affirmative policies of inclusion, represented
by our public commitments and actions.
Our work is guided by four pillars: awareness
raising, attraction and retention, career
development and governance. To better
engage our employees and to raise
awareness of the importance of diversity and
inclusion, we have established a network
of more than 60 Diversity Ambassadors
distributed throughout Brazil and the
rest of the world. The network shares
experiences relating to the local reality, and
contributes to promoting dialog and actions
on commemorative dates, and on raising
awareness and implementing pilot projects.
COMMITMENTS
With a focus on promoting gender equality
at BRF, our target is to place women in 30%
of our senior management positions by
2025 (this meaning executive management
positions and higher). In 2021, we advanced
two percentage points in the direction
of this target, closing the year at 24%.
Furthermore, in 2021, 23% of the Board of
Directors and the Audit Committee were
women.
READ MORE
Read more about this
commitment here
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT NOTABLE INITIATIVES
Gender equality
In the fight against gender equality, we have
defined that 50% of the positions on the
acceleration and development program should
be allocated to women. We have also developed
a pipeline for leadership positions through our
entry programs: in 2021, women represented
55% of the trainees and 40% of the ‘Accelerate’
supervisors.
In relation to this, special mention should be
made of the ‘Lead Like a Woman’ program,
a career acceleration program for women
identified as successors at the Company around
the world. In 2021, we also launched the ‘Elas
em Foco’ (‘Women in Focus’) program, designed
to empower, develop and provide a voice and
visibility to women.
Disabled persons
In 2021, in partnership with Senai, we launched
the Inclusive Actions Program, to hire and
train more than 80 personnel with disabilities
for initial operations positions at our units. In
the commercial area in 2021, we undertook a
selection process at our ‘Mercato’ stores in São
Paulo, focusing on the inclusion of disabled
persons, members of the Black community and
people over 50. The action is to be extended to
all the new stores that are to be opened in Brazil
over the coming years.
Furthermore, in partnership with IOS, we have
selected and trained 20 professionals with
disabilities to work as promoters. In all three
of the initiatives, the individuals’ immediate
managers were trained to ensure an inclusive
environment and to understand how to lead
with empathy.
Immigrants
Our diversity and inclusion agenda also involves
the inclusion of immigrants, who hold more
than 5,000 positions at BRF, most of whom are
Haitians, Venezuelans and Senegalese. In this
area, since 2019, we have been involved in a
partnership with UN Migration and the Brazilian
Government as part of the ‘Welcome Operation’,
with the direct involvement of the BRF Institute
and the Human Resources department,
designed to hire Venezuelan immigrants.
In 2021, we developed actions designed
to actively listen to immigrants, in order to
understand their needs, aspirations and
challenges, with the aim of developing an
assertive action plan. In the same year,
we established a translator position at
our operating units where there is a high
concentration of immigrants, in order to
facilitate communication between Portuguese
speakers and other employees.
Also in 2021, we started integrating the
Companies with Refugees platform, an
initiative of the UN’s Refugee Agency (ACNUR).
Furthermore, through the BRF Institute, we
invested R$ 400,000 in Unicef’s ‘Super Panas’
project, that aims to ensure that migrants and
refugees, especially children and adolescents,
89
READ MORE
Find out more about MOVER
at https://somosmover.org/
Find out more about
diversity in governance
organs and in our
workforce in the Annexes.
have access to safe leisure spaces. The project
involves a team of more than 170 educators,
psychologists and assistants.
Racial Equality
In 2021, together with more than 40 other
companies, BRF participated in ‘MOVER’
(Movement for Racial Equality), that aims to fight
structural racism and promote racial equality.
In 2021, we also participated in the ‘MOVER
Day’ - the biggest corporate action focused on
racial understanding ever developed in Brazil. As
part of the pillar of awareness raising, the event
addressed structural racism and the importance
of engaging the whole of society in fighting racial
inequality in society and in the work market.
MOVER COMMITMENTS
01 02 03
10,000 leadership
positions for
Black people by
2030.
Employ and
train through
opportunities
that balance the
visibility of Black
professionals.
Raise public
awareness of the
issue through the
development of
a wide range of
relevant content.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT HEALTH AND SAFETY
GRI 103-2, 103-3 | 403, 403-1, 403-4, 403-8
Ensuring the health and safety, wellbeing and
integrity of our employees is a global priority
for BRF. Within this context, we have a Health,
Safety and the Environment Policy (HSE),
containing directives for the prevention and
reduction of accidents, incidents and losses,
and covering the responsibilities concerning
the management of risks related to the
preservation of human life, assets, production,
the environment and the community.
Our governance structure is made up of a
number of different committees and forums,
amongst which are: Corporate Technical
Forums; the Executive Committee; the Business
Health and Safety Committee; the Health and
Safety Steering Committee; the Unit Health
and Safety Committee; the Processes Health
and Safety Committee; the Units Operational
Committee and the Transformation Groups, all
of which involve the various levels of BRF.
We also have 88 Health and Safety regulatory
documents, 67 Corporate Regulations and 20
Corporate Rulings on the issue, all of which are
available in the Health and Safety Management
System. Also forming part of the BRF
Management System are the programs entitled
‘Occupational Health Medical Control’ (PCMSO),
‘Hearing Conservation’ (PCA), ‘Ergonomics’ (PE)
and the ‘Management of Information on Legal
Requirements’. In 2021, 92.4% of our employees
were covered by the system (see more in the
Annexes).
Our activities are in compliance with all the
laws and regulations in effect in all the markets
in which we are active. We have indicators,
targets and programs established in accordance
with the periodic risk evaluations that are
performed with the direct involvement of our
management. Amongst the actions of special
note for the promotion of health and safety , are
the creation of OHS goals, systematization of
KPIs, monitoring and control of risks with a high
potential of occurrence, auditing of the units,
and governance by committees focused on
occupational health and safety issues.
In order to further ensure safe and healthy
working conditions and environments for
our service providers, we have a Health and
Safety at Work (HSE) process for third parties,
formally established in the HSE Manual for
Third Parties. This manual provides directives
on health and safety, and preventative and
corrective measures concerning the principal
activities and specific risks, whilst also covering
topics that involve the classification and
documentation required for third parties,
amongst others.
Furthermore, the transportation of our
products and of raw-materials requires a great
deal of travel by third parties. To ensure health
and safety in our logistics activities, we have a
Health and Safety in Transportation Program.
Through this program, all of our logistics
partners are evaluated using different
indicators and are considered in relation to
corporate regulations on health and safety,
assessment criteria concerning the driver, and
logistics excellence.
We have almost 90 health, safety and
environment (HSE) regulations, 67 corporate
regulations and 20 rulings on these issues
90
Risk control
GRI 403-2, 403-3, 403-4, 403-9
The risk management in health and safety
is performed in a cross-sectional manner,
covering all markets and areas. Management
of the risk control is in line with the NBR
14280 norm as well , as specific corporate
regulations, whilst the injury rate observes the
methodology of the Occupational Safety &
Health Administration (OSHA). Deaths form part
of the injury rates , and the calculation of days
off work includes consecutive days, with the
count starting the day following the incident.
The processes involve operational and
administrative controls to eliminate or minimize
threats, accidents, illnesses related to the
workplace and deaths. The risks identified are
prioritized and discussed at a monthly meeting
involving the Board of Directors, Regional
Offices and Units, as a means of monitoring the
reduction targets. The targets are monitored by
a management system that, in addition to the
final indicators, measure the interim indicators
at each stage of the evolution.
We also investigate all accidents and near
accidents and perform an ongoing assessment
of the health and safety system involving
the monitoring of proactive and reactive
indicators. This process is supported by weekly
and monthly meetings at all levels of the
organization.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 91
All processes and employees are covered by the
BRF Health and Safety at Work management
system, which complies with all applicable
legal requirements, above all the Ministry of
the Economy’s Regulatory Norms of Health
and Safety at Work, and the CLT (Consolidated
Labor Laws).
In the Risk Management Program, we have
a process for the systematic identification,
evaluation and handling or mitigation of the
risks that exist in the installations, processes
and activities developed at BRF, in accordance
with international risk management standards
(ISO 31000). The management system also
includes an element called “Task Risk Mapping”.
The results obtained are discussed at monthly
meetings of the Health and Safety committees
and by the management and technical areas.
preventing accidents and incidents. The group
has full autonomy to express opinions, suggest
improvements and intervene in processes
when any serious risk is identified.
During the integration, it is explained to
all collaborators that they are required to
report any accidents, incidents and critical
irregularities that may occur. They are also
instructed to inform the relevant manager
or Cipa of any non-compliance identified, as
well as suggest improvements. We also have
an Observation and Prevention Program, this
being one of the tools used when an employee
observes any irregularity or incident and they
approach the offender. All employees receive
training to ensure that such an approach is
made in a friendly manner, in order to avoid
discomfort and reprisals.
Furthermore, the classification of hazardous
activities and operations is aligned with the
activities set out by RN 16 (updated by SEPRT
Ordinance N° 1,357, dated December 9, 2019),
and the characterization or de-characterization
of the risk level is established by means of an
expert technical report prepared by a Labor
Physician or a Safety at Work Engineer.
The Internal Accident Prevention Commission
(CIPA), composed of elected employees,
participates in strategic monthly meetings with
senior management to better understand the
risks and adopt control measures and means of
In 2021, BRF achieved the best safety levels
in its entire history, with the lowest number
of accidents with or without sick leave, based
upon the OSHA. 1,287 injuries (against 1,845 in
2020) were registered, of which 149 (against 234
in 2020) were considered to be serious. The rate
of serious injury was 0.78 against 1.26 in 2020
(see the full table in the Annexes). The most
common types of serious accident at BRF in
2021 were: fractures, dislocations, cuts, sprains
and more serious injuries, relating principally to
interventions with machinery and equipment,
falls to the floor, and manual activities where
knives are involved.
GRI 403-9
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 92
We recognize that the leading cause of these
accidents is still unsafe behavior, followed,to a
lesser extent, by conditions of risk. As such, we
are constantly working to raise awareness and
reinforce prevention practices.
All accidents are recorded in the SIA system
within 24 hours of the incident and an
investigation commission is formed, depending
upon the seriousness of the occurrence. This
commission is charged with collecting evidence
and analyzing the causes, following which the
information is presented to senior management
forums. Depending upon the seriousness of the
incident, red alerts are issued throughout the
Company.
GRI 403-2
Training and awareness raising campaigns
GRI 403-5
In order to maximize the understanding of
risk and, consequently, improve on mitigating
and eliminating it, we host training forums
for our employees. Amongst these, of special
note are the Company’s Health and Safety
Policy and the Golden Rules that address
the employee integration process, as well as
obligatory information on the use, storage and
conservation of Personal Protective Equipment
(EPP).
For workers who operate special equipment
or perform special activities or where such
involve a high potential of risk, specific training
is provided in accordance with the relevant
Regulatory Norms (RNs) and BRF’s internal
directives. We also provide training on the
Operational Procedures of the activities, with
guidance on the risks and the required control
measures.
In 2021, one highlight was the implementation
of the Risk Factor program, aimed at training
employees in the perception and awareness
of risks and how to mitigate exposure to them.
More than 900 Operations Managers and 2,700
employees were trained. In 2022, we have
continued with the training of the program’s
Champion Multipliers as well as with that of all
the other BRF teams.
PROCESS ANALYSIS
The technical team composed of
Safety Engineers, Management,
Ergonomists and the Occupational
Health Department is responsible for
analyzing any hazards that present a
risk of work-related illnesses or relating
to accidents at work for each task
performed in 100% of the processes.
The assessment results in the
classification of these hazards, in
an analysis performed jointly by
the technical areas and the process
managers, and in action plans for each
of them. The main focus is the total
elimination of the noted hazards and, if
this is not possible, the development of
mitigation and control risk strategies.
MORE INFORMATION ABOUT
Find out more about our work with health and
safety and read our policies and manuals:
> Our Health, Safety and Environment Policy
> Global safety and the environment
HSE for third parties
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT https://www.brf-global.com/wp-content/uploads/2019/07/
politica-de-saude-seguranca-e-meio-ambiente-2019.pdf
https://www.brf-global.com/wp-content/uploads/2021/04/
https://www.brf-global.com/wp-content/uploads/2020/10/
MANUAL-DE-HSE-PARA-TERCEIROS_Ed.-4_Fev2020.pdf
Manual-de-HSE-Transportador_2020-Rev06.pdf
93
GRI 403-3, 403- 6
Employees’ health
We have adopted a preventative approach to
managing the health care of our employees,
with actions being guided by epidemiological
studies using the occupational health
indicators.
Careful assessments of the employees’ health are
performed as well as assessments of the risks to
which they are exposed to ensure the wellbeing
of each individual. The medical practices are
individual and performed confidentially, ensuring
full confidentiality of the information.
The occupational health management systems
are controlled and access is granted solely
to members of the health care staff. The
employees’ medical records are filed in the
Health Services where they are kept under the
responsibility of the coordinating physician
of the Occupational Health Medical Control
(PCMSO) coordinator.
Furthermore, in addition to running the required
prevention campaigns (concerning sexually
transmitted diseases, smoking and alcohol), we
encourage healthy lifestyles and habits, also
providing health care and dental plans and
partnerships with gyms to provide discounts for
our employees.
PREVENTATIVE ACTIONS
Specifically in the area of health care, we have adopted
a strategy focused on monitoring our employees and on
prevention, and this is administrated by the BRF Health
Centers. Amongst the programs applied are those aimed at
the health care of pregnant women and newborn babies,
vaccination drives, changes in lifestyle habits, and other
local actions specific to the public in question.
We also have programs such as the Occupational Health
Medical Control Program, Respiratory Protection and
Hearing Conservation programs, which are geared to
ensuring the integrity and wellbeing of our employees.
Doing the right thing is what we do
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT BRF RELATÓRIO DE SUSTENTABILIDADE 2019
JORNADA 2020
A BRF
ESTRATÉGIA E RESULTADOS
PESSOAS
SUSTENTABILIDADE
RELATO
3
94
GRAINS:
procurement of
grains, bran and oil,
guided by our Grains
Purchasing Policy, to
feed poultry and pigs
RESPONSIBILITY IN
THE VALUE CHAIN
FEED
10,071
tons of feed and premix
produced in Brazil at 22
feed units
FARMS:
9,900
integrated producers are
responsible for the
production of 1.72 billion
chickens per year and
10.06 million pigs per year
DISTRIBUTION:
54
distribution centers responsible for more
than 500,000 deliveries per month,
globally, including BRF One Pet
30,000
suppliers, between
centers and branches
(approximately)
9,900
+100,000
integrated producers
employees
R$ 5.8 million
contributed by the BRF
Institute to social innvovation
FACTORIES
44
production units, distributed
across the Americas, Africa, Asia
and the Middle East
POINTS OF SALE:
More than 2 million
tons of food commercialized
LOJA
A B E R T O
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 95
100% of the agreements
include clauses
concerning the issue of
Human Rights
HUMAN RIGHTS
GRI 103-2, 103-3 | 408, 103-2, 103-3 | 409,
103-2, 103-3 | 412, 408-1, 409-1, 412-1
To guide our actions on the global stage, just
as our business partners have done, in 2021
we published our Corporate Policy on Human
Rights. This document provides directives
concerning the cross-sectional protection of
human rights in compliance with Brazilian and
international regulations, such as the Universal
Declaration of Human Rights (UDHR) and the
Guiding Principles on Business and Human
Rights (UNGPs).
Amongst the topics covered are regulations
concerning non-discrimination; the right to a
fair wage; observance of labor rights and the
health and safety of employees and partners;
the fight against forced, child and slave labor;
freedom of association and free speech, as
well as communities’ rights to land, including
traditional and indigenous communities; and
the environment.
BRF fights against all forms of discrimination
and expects its employees and partners to
always respect diversity and not tolerate
discriminatory behavior, thereby guaranteeing
fair treatment for all. Cases of non-compliance
and/or suspicion of violations should be
reported using the Transparency Hotline,
which is administrated independently and
autonomously to draw together and investigate
complaints.
All accusations receive equal treatment and
are addressed in order to remedy any violation
of human rights inside and outside BRF’s
operations. Once registered, the accusations
aare directed to our internal investigations
teams, which investigate the facts and support
the different departments in their application of
corrective or disciplinary measures.
Responsibility for the integration of human
rights into BRF’s operations falls to many
parties, from senior management through to
key-individuals in the areas of Procurement,
Grains, Livestock Farming, Human Resources,
Compliance and Sustainability.
Other regulations include the Sustainability
Policy, the Corporate Regulations for Continued
Reputational Analysis of Business Partners,
the Business Partners' Code of Conduct, and
the Transparency Manual. As well as ensuring
human rights, the documents include directives
on the prevention of child or forced labor, and
on work comparable to slavery.
READ MORE
in Supply chain.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 96
The significant risks related to child or forced
labor, and work comparable to slavery are
found in the livestock farming supply chain
and in the commodities chain, both in Brazil
and overseas. As measures designed to
mitigate these risks, as well as the regulations,
our partners are regularly assessed on their
reputation and their histories of court and/or
administrative processes relating to the use
of child or slave labor, and moral or sexual
harassment and discrimination, amongst
others.
Human rights risk management
GRI 412-1, 412-2
To mitigate the risks of violation of human
rights, we conduct due diligence processes
on our potential and current business
partners, prior to signing and/or renewing
contracts, business agreements, donations
or sponsorships. In 2021, more than 6,500
analyses of the reputations of business partners
were undertaken, with the renewal of more
than 500 analyses relating to contracts bearing
a high risk to the Company.
Of 2,595 potential new business partners
evaluated for contracts, we signed agreements
with 1,029 of them in 2021, and all of these
contain clauses addressing the issue of Human
Rights. The companies acquired in the pet
segment were both evaluated in relation to
their human rights records.
GRI 412-3
We also regularly consult the Public Lists
published by the Ministry of Labor and
Employment, the Brazilian Institute for the
Environment and Renewable Natural Resources
(Ibama) and the Transparency Portal - the
National Register of the Disreputable and
Suspended Companies (CEIS), as a means of
identifying the inclusion of any partners which
possibly appear on these lists and to consider
negotiations by the areas involved in the
procurement process.
Risks to human rights
are mitigated by means
of due diligence and the
analyses of current and
potential partners
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT In 2021, 2,595 potential new business partners,
considered as being high risk, were analyzed
in terms of their risks relating to human rights.
This continuous monitoring and the proper
due diligence allows BRF to respond properly
and promptly to the new risks of violations to
human rights that are identified.
With the new process to establish the
traceability of grains, it is also possible to
check land areas that overlap onto officially
declared indigenous and quilombola lands,
with purchases from the areas identified as
overlapping in this way being restricted, thus
ensuring the respect for life and the use of the
land belonging to the traditional communities
that occupy these areas.
It is the responsibility of the Compliance
Department to clarify any doubts concerning
the Corporate Policy of Human Rights;
establish the necessary procedures for its
implementation; and adopt preventative
measures for the detection and remedying of
violations of human rights. It is also responsible
for using training sessions and communications
for disseminating the regulations on the topic.
1
In this sense, 100%
of our employees have
been trained in the directive concerning the
guaranteeing of human rights, with a total of
3,614 hours of training.
READ MORE
Read the Corporate Policy
on Human Rights at
1The percentage of 100% refers to 90,837
employees, all of whom were hired before
31-Nov-2021 and are considered active, or
in other words, the figure excludes those not
participating or who hold formal justification to
not participate within the directives established
by HR for registration for training.
97
SUPPLY CHAIN
GRI 102-9, 103-2, 103-3 | 204, 308, 408, 412, 414,
308-1, 308-2, 409-1, 412-1, 414-1
We are a global company, with a long, vibrant
and complex chain of suppliers, made up
of different partner profiles - including
procurement, logistics and commodities, as
well as our integrated producers. At the end
of 2021, our network totaled more than 9,900
integrated livestock farmers and approximately
30,000 suppliers, including centers and branch
units.
In relation to commodities, our portfolio in 2021
included 1,573 suppliers, amongst which were
rural producers, cereal farmers, cooperatives,
trading companies and retailers, amongst
others. In this area, we prioritize the best
prices available allied with the best logistical
distribution and operational capacity to be able
to optimize the costs of the raw materials used.
In 2021, considering BRF’s 2,679 production
units, 89.22% of all purchases was made from
domestic suppliers. As well as stimulating the
local economy, the choice of local suppliers
allows us to ensure the streamlining of the
supplies and neutralize any possible impacts of
alterations in the exchange-rate.
GRI 204-1
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 98
Our chain of suppliers
• Procurement: suppliers of packaging,
ingredients and inputs, energy resources,
general services (IT, public and logistics),
CAPEX materials, MRO (maintenance and
repair operations) and logistics suppliers
(marine and road freight, warehouses, etc.);
• Commodities: grain suppliers (corn,
sorghum and soy, for example) / soy complex
derivatives suppliers (meal and oils, for
example);
• Integrated Partner Producers: animal
farming.
For management in line with our values relating
to ethics, human rights, animal welfare, socio-
environmental compliance and operational
safety, we have a series of norms that need
to be followed by all BRF suppliers. Amongst
these are the Suppliers’ Code of Conduct,
the Corporate Policy on Human Rights, the
Sustainable Grain Purchasing Policy and the
Commitments to Animal Welfare.
Structured to strengthen our control over
socio-environmental risks, the dissemination
of a responsible business model and the
evolution of our partners, the Program
involves quality audits, publication
of the BRF Business Partners’ Code of
Conduct, consultations of public data and
requirements considered in contractual
clauses.
Program Requirements
• Public lists: once a fortnight, we cross-
check the information contained in Brazil’s
public lists, including that published by
the Brazilian Institute for the Environment
and Renewable Natural Resources (Ibama),
the Ministry of Labor and Employment
(MTE) and the National Register of the
Disreputable and Suspended Companies
(Ceis) with our supplier base. In the event a
supplier appears on any one of these lists,
their registration is blocked by the system,
thus preventing future business, until their
situation has been regularized and proven
by means of a clearance certificate.
Chain Monitoring Program
To ensure that our premises of quality and
sustainability are replicated by our suppliers
throughout the world, we have a Chain
Monitoring Program. From the purchase of
the grains through to the freight and logistics
services, we monitor our partners to guarantee
conduct that is ethical, sustainable, transparent
and 100% in line with our objectives.
• BRF Business Partners’ Code of Conduct:
this document establishes the rules that
should be used to guide our suppliers’
ethical and socio-environmental conduct
in their relationship with BRF. The aspects
of the Code are directly aligned with our
internal code, our Transparency Manual,
and our sustainability directives and
commitments.
• Human rights and labor practices: we do
not tolerate and, indeed, condemn child labor
and any form of work in conditions that are
degrading and incompatible with human
dignity and which put the health and lives of
the worker at risk, including exhausting work
days, forced labor and debt bondage. To guide
our partners in relation to these fundamental
premises, we have published a Corporate
Policy on Human Rights (read this policy in
Human Rights).
• Animal welfare: animal welfare is one of our
main concerns. We structure our practices
and commitments through the global
Animal Welfare Made in BRF program, that
incorporates the same corporate regulations
for the breeding and slaughter of animals for
both our own and integrated units. In this
area, we perform regular audits and checks
and, in the event of non-compliance being
noted, a joint action plan is established for
alterations to be made, with the possibility
of the agreement being terminated in cases
where non-compliance with the established
procedures is proven.
We have a Chain Monitoring
Program designed to ensure
good practices
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 99
• Self-assessment: our suppliers have
to fill out a questionnaire containing
technical information with the signing of
this self-assessment being monitored. In
this document, social and environmental
practices found in BRF’s Code of Conduct are
reinforced.
• Traceability of Grains: one of our
sustainability commitments is to ensure the
traceability of 100% of the grains we acquire
in the Amazon and Cerrado regions by 2025.
In relation to this, in 2021, in addition to
ensuring that 75% of the grains from direct
suppliers in the Amazon and Cerrado biomes
are tracked, we also launched the Sustainable
Grain Purchasing Policy, that reinforces our
commitment to the conservation of the
environment and to combating deforestation,
implementing sustainable solutions to global
challenges.
Contract management and assessment
To prepare and manage contracts and
documents, we have had a system that files
all mandatory attachments with the processes
relating to integrated producers in place since
2019. In 2021, we closed the year with more
than 27,000 active contracts in the Procurement
area.
All BRF’s service providers form part of our post-
purchase program that is performed by our
production units. Every month we check the
labor liabilities, licenses, taxes, Employment
and Social Security Document (CTPS) and
FGTS. We request evidence such as licenses, tax
clearance certificates and proofs of tax, social
security and fiscal contributions.
Still in relation to risk prevention, we have a
procurement policy that includes directives
for negotiation, management, analysis and
approval, separation of functions, types of
purchase and other regulations pertinent to
the business in relation to different types of
procurement.
READ MORE
Find out more by clicking here
Furthermore, since 2019, we have had a System
of Operational Excellence (SEO) throughout the
livestock farming chain, focusing on quality,
optimization of costs and improvements in
the predictability of delivery of the livestock
farming processes.
In 2021, more than 98% of our 6,316 suppliers
were selected using social and environmental
criteria, exceptions were made for concession
operators and public service organs, suppliers
with their own Codes of Conduct and critical
suppliers (in these cases, specific approval
flows and handling are adopted). During
the negotiation and effective periods of
the contract, we evaluate the entire chain
in relation to matters such as Compliance,
Environment, Social, and Code of Conduct,
especially high impact suppliers. Furthermore,
100% of BRF’s volume of purchases was made
from suppliers who are in compliance with the
company’s norms and directives in relation
to social, environmental and human rights
aspects.
GRI 414-1, FP1
Furthermore, 98.5% (96% in 2020) of the
suppliers of high and medium criticality in
the Food category (Ingredients, Packaging,
and Raw Materials) were in accordance with
the norms and certifications internationally
recognized by the GFSI (Global Food Safety
Initiative), one of the leading standard-setters
in relation to the management of quality in the
chain of suppliers.
GRI 308-1, 414-2, FP2
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT TRACEABILITY AND SUSTAINABLE PURCHASE OF GRAINS
One of our sustainability commitments is to
ensure the traceability of 100% of the grains
we acquire from Amazon and Cerrado regions
by 2025. In 2021, we intensified our activities
in pursuit of this goal and achieved fantastic
results. A technological platform for territorial
monitoring was fully implemented, allowing
the tracking of our partners and the monitoring
of the sustainable origins of our grains in
these regions, thus guaranteeing sustainable
supplies.
A high point in this area was the publication
of our Sustainable Grain Purchasing Policy,
that includes criteria used in the monitoring
of suppliers and their productive areas.
Amongst its criteria the Policy establishes zero
deforestation in the Amazon biome starting in
June 2008 and rigid control of deforestation in
the Cerrado biome. Also included are criteria
on overlapping into the lands of traditional and
quilombola communities, conservation units,
environmental embargoes and slave labor.
We implemented our
land monitoring tool
in 2021.
At the end of 2021, we concluded that we had
achieved 75% traceability of grains originating
from direct suppliers* across the entire range
of BRF direct purchasing in the Amazon and
Cerrado regions, meaning four states, 61
municipalities and more than a thousand areas
were being registered and monitored.
Our next steps will involve assessing the
benefits of models, technologies and initiatives
for the traceability of indirect suppliers**. We
focus the engagement of our partners on joint
solutions that provide benefits for the chain as
a whole.
Sustainable supply of agricultural
commodities
In 2021, we contracted around 1,600 grain,
bran and oil suppliers. Raw materials are
essential for our production and, to meet
our demands, we have a department that
is specifically focused on the process of
procurement, logistics, receipt, processing and
storage of these commodities, as well as rigid
control of the socio-environmental risks and
compliance that could influence this business
This control was reinforced even more in 2021
with the advances made in traceability and the
publication of the Sustainable Grain Purchasing
Policy.
100
* Direct suppliers: these
are the suppliers who
provide grains directly to
BRF. E.g.: rural producers
** Indirect suppliers: these
are the suppliers who
act as intermediaries in
the purchase and sale
process, such as trading
companies, cooperatives,
cereal farmers, crushers
and other traders.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT In 2021, we assessed 100% of our suppliers
regarding to environmental impacts. In total,
1,084 were classified as potential high risk
suppliers according to two criteria: location
and indirect suppliers**. In the location criteria,
suppliers in the Amazon and Cerrado regions
were included. These are sensitive biomes
that are susceptible to environmental damage.
In relation to the indirect suppliers**, these
were classified as carrying a potential high risk
due to their dependence on other suppliers.
Through this initiative, we are extending and
implementing greater restrictions on the
socio-environmental monitoring of the chain.
To mitigate these potential impacts, all of our
suppliers are required to read and sign the
company’s Partners’ Code of Conduct. This
includes a range of directives concerning how
to meet our rigid socio-environmental criteria.
GRI 414-2.
READ MORE
Access the Sustainable Grain
Purchasing Policy
Find out more about our
tracking activities
* Direct suppliers: these are the suppliers who
provide grains directly to BRF. E.g.: rural producers
** Indirect suppliers: these are the suppliers who
act as intermediaries in the purchase and sale
process, such as trading companies, cooperatives,
cereal farmers, crushers and other traders.
101
Compliance management in the grain
supply chain.
From time to time, the direct suppliers* and the
production areas related to our grain supply
undergo socio-environmental analyses that
monitor the criteria defined by the company in
its Sustainable Grain Purchasing Policy
In 2021, restrictions for supply to BRF were
placed on 291 areas, belonging to 179
suppliers, due to their not adhering to the
criteria defined in the policy.
For analysis of those cases that need more
in-depth investigation before a decision can
be taken on restrictions, we have established
the Grain Sustainability Multi-disciplinary
Committee Forming this committee are
members of the Commodities, Sustainability,
Legal and Compliance boards, all of whom
contribute their expertise to the analyses and
decision-making.
Nine new cases were submitted for analysis
by the Committee in 2021. It was decided that
four of them were suitable, albeit with provisos,
and negotiations with them have continued
together with monitoring. Five, meanwhile,
were finalized with a recommendation of
restriction until presentation of evidence or
proposals for the resolution of the factors
evaluated that do not meet the company’s
criteria.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 102
2021
March
Implementation of a land
registration platform and
start of the association of
the suppliers’ areas.
August
Definition of the socio-
environmental monitoring
criteria and publication of the
Sustainable Grain Purchasing
Policy.
December
75% traceability of direct
suppliers in Amazon and
Cerrado biomes.
Amazon
Cerrado
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 103
Procurement
We have a wide range of procurement
professionals operating in Brazil, the Middle
East, Turkey and China. On this front, we have
adopted a purchasing policy that guarantees
great cost competitiveness, security in the
operations and compliance with our directives.
To meet our demand, we work with large
corporate contracts, as well as with regional
and local contracts, in order to find the best
opportunities with gains of scale and speed in
the services provided. The process is constantly
being audited internally via BRF’s own system
involving the Internal Controls and Corporate
Auditing departments, as well as by external
audits.
In cases of proven irregularities, we apply a
policy that involves severe consequences. The
suppliers are also audited and assessed on
their quality and process management. Based
upon a recurrence of Non-Compliance Reports
(RNCs), plans and actions are undertaken
that range from alignments, technical visits,
development of alternative suppliers and/or
the effective blocking of the partner.
Logistics
More than 2,400 partners are involved in our
logistics operations, spread across more than
50 countries in Europe, South Africa, the Middle
East, Asia and the Americas, including every
Brazilian state. In total, an average of 49 million
kilometers are covered per month, involving
13,287 drivers and assistants.
Due to the risks in this area, we have a Health,
Safety and Environment in Transportation
Program (HSE), that includes initiatives focused
on reducing accidents, environmental impacts,
combating the sexual exploitation of children
and young people on the highways, and
compliance with Law 13,103/15, that regulates
the truck driving profession in Brazil.
Since its implementation, in 2012, the program
has helped lead us to a 64% reduction in the
frequency of accidents involving the fleet of
more than 9,500 trucks that transport BRF
products from the field to the consumer’s table
throughout Brazil. The result is a reflection
of programs that establish strict safety
and training measures, such as the use of
embedded technology, through telemetry and
fatigue sensors in the drivers’ cabins, as well
as front proximity sensors indicating the risk of
collision.
The sensors installed inside the cabins identify
risks such driver tiredness or fatigue (a yawn,
for example), and a sound alarm is triggered.
The system also identifies distractions from
driving, such as the use of a cellular phone
whilst the vehicle is in motion, and records
irregularities on-line in order that they can be
immediately addressed. These technologies
currently cover around 11,000 drivers and their
assistants.
In order to provide support for drivers showing
signs of tiredness, we have installed Sleep
Alert Rooms on highways in Paraná and
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 104
Santa Catarina states. These facilities offer
coffee, water and materials on health and
safety at the wheel, as well as equipment for
physical exercise, such as ergometric bicycles.
Furthermore, we require drivers to submit
to an annual toxicology test and that they
run through a monthly vehicle maintenance
checklist.
They are also assessed in relation to
sustainability aspects in the governance,
economic, social and environmental
dimensions, through the Integration
Compliance Index, based upon the Regulations
for the Expansion and Modernization of the
Livestock Farming Integration Structures and
the Operational Excellence System (OES).
Also worthy of mention is ‘BRF Week 2021’, an
event dedicated to the producers in which we
reinforce our commitments to sustainability
and topics such as the optimization of land use
and environmental protection.
We also carry out a satisfaction survey with the
producers, to which 84% responded in 2021.
READ MORE
in Animal welfare.
In 2021, 470 logistics suppliers were assessed
in relation to socio-environmental impacts.
During this period, there was one accident
where a truck toppled over. BRF fully mitigated
all possible environmental impacts that this
accident caused.
Through the Chain Monitoring Program, 100%
of our producers in Brazil are monitored on
aspects of sustainability and compliance,
involving topics such as compliance with labor
law, prevention of child or forced labor, and
work comparable to slavery.
Integrated Producers
Making up our chain are more than 9,000
integrated producers who are responsible for
the farming of the animals. We have a long-
term partnership with these stakeholders, with
whom we have integrated production contracts,
based upon a system of vertical integration
that involves the monitoring, management and
control of the adopted practices, in line with the
directives for suppliers and BRF’s Global Animal
Welfare Program.
All of the integrated producers and candidates
undergo a compliance assessment for analysis
of their position within the definition of a
Politically Exposed Person and to understand
whether they have any corporate or family
relationship with any BRF employees and/or
suppliers, which could be seen as a possible
conflict of interest.
On the environmental front, an area specifically
working with Environmental Management
and Control is dedicated to monitoring the
suppliers and ‘extension workers’ — employees
linked to farming and livestock who make
periodic visits to integrated properties.
In 2021, 9,600 integrated producers were
assessed. Real or potential negative impacts ,
were identified in 22 of them and we severed
relations with 21 integrated producers as
a result of expired licenses that were not
renewed. For BRF, it is a non-negotiable
premise that all of our integrated producers
be properly environmentally licensed and that
they fulfill all of the conditions.
SOCIO-ENVIRONMENTAL ASSESSMENT GRI 308-2, 414-2
In 2021, 19,171 suppliers were assessed in relation to socio-
environmental impacts. Of this total, three were identified as
having caused real or potential environmental impacts and
six as having caused real or potential negative social impacts
and their relationships with BRF were terminated.
In Farming, 100% of the properties are monitored in relation
to the principal environmental risks, using prior check lists
and regular visits to the properties. We also monitor 100% of
the integrated producers through visits to the farms, where
we highlight potential areas of non-compliance. Should the
criteria not be remedied 100%, we suspend the housing of the
animals until all possible pending issues have been resolved.
GRI 308-2
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT
105
COMMUNITIES
GRI 103-2, 103-3 | 413, 203-1
BRF’s work also involves pushing positive agendas
in our neighboring communities, with solutions
capable of advancing local development. In 2021,
as well as actions taken to combat the pandemic
(read more in Covid-19 and social actions),
through the BRF Institute we have developed
projects and actions focused on social innovation,
quality of life and wellbeing.
Governance of the BRF Institute is performed
by a meeting of associates, an Audit Committee
and a board divided between the CEO and the
executive board. The technical team is responsible
for the activities of the institution and for
maintaining an ongoing dialog with stakeholders
and communities, with support from the Social
Investment Committees, made up of employees
from the production units, administrative offices,
sales branches and distribution centers.
Corporate directives such as the Social
Investment, Corporate Volunteer and Institutional
Relations Regulations, as well as the Policies on
Sustainability, Donations and Sponsorships, and
Human Rights, guide the incorporation of socio-
environmental, governance and financial aspects
into the practices aimed at the communities.
The priorities for investments and projects
are guided by analysis of the data drawn from
platforms and from indexes such as the ISE
(‘B3 - Brasil, Bolsa e Balcão’) and the Dow Jones
Sustainability Index, as well as by Corporate Social
BRF Institute
Commitment:
R$ 400
million
in investments in
communities by 2030
Priority fronts:
Foods
that Transform
Education
for the Future
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT
106
Investment Benchmarking (BISC), a management
tool that guides practices according to positive
trends and experiences in the market
In total, 346 social actions were performed in
2021, involving almost 2,500 people performing
more than 12,000 hours of voluntary work
through the BRF Volunteer Program, an initiative
designed to engage employees in citizenship
and corporate volunteer actions. Added to the
volunteer hours dedicated by the directors and
Social Investment Committees to management
of the Institute, the hours spent on this work
were equivalent to R$ 535,000 invested through
volunteering. Furthermore, the Company invested
more than R$ 5.8 million in the restructuring of
the BRF Institute’s projects.
Main initiatives
GRI 103,2, 103-3 | 203, 413
The BRF Institute’s work takes the form of
different initiatives on two priority fronts: ‘Food
that Transforms’ and ‘Education for the Future’,
the second being launched at the end of 2021.
Below we would like to present some of the year’s
highlights:
More than 35 tons of food
donated, creating 380,000
meals for people in situations of
food insecurity.
Food that Transforms:
‘Cozinhas Solidárias’ program: This initiative,
developed and managed by the Gastromotiva
social organization, aims to encourage the
use of food as a tool for social transformation
whilst offering food for people in situations of
social vulnerability. The program also works to
fight waste, as well as providing professional
training and education on food and nutrition,
whilst encouraging entrepreneurship and the
generation of income. In 2021, in partnership
with the BRF Institute, 12 kitchens were kept
in operation in the cities of São Paulo, Rio de
Janeiro, Curitiba and Salvador. The partnership
also involved the monthly donation of five tons
of proteins, that supplied 36 kitchens in the four
cities. In total, more than 35 tons were donated,
which contributed to the provision of more
than 380,000 meals for people in situations of
food insecurity. In 2022, the partnership will
be expanded with the Program opening in two
more municipalities in the Center-West region
and installation of a ‘Cozinha Solidária’ in
Seropédica.
Ecco Comunidades: The program is an
initiative developed jointly by the BRF Institute
and the ‘Quintessa’ and ‘Prosas’ organizations,
with the aim of supporting innovative solutions
that work to reduce food loss and waste in
five municipalities where BRF has operations:
Dourados (MS), Lucas do Rio Verde (MT), Nova
Mutum (MT), Rio Verde (GO) and Uberlândia
(MG). The initiative includes the acceleration
and implementation of startup solutions
working with the issue, whilst it also plans on
strengthening local civil society organizations
so that they can monitor and support the
development of the projects. In 2021, the
Program set out plans for choosing the
municipalities and selected eight startups to
head the acceleration of the pilot schemes five
Social Organizations to strengthen them, whilst
developing individual diagnostics, workshops
and mentoring. A total of R$ 1,534,000.00
was invested in the actions and more than
60 local players were mobilized to construct
a support network for the solutions. In 2022,
five of the eight solutions will be selected to
receive investments of R$ 90,000 each and be
implemented in five municipalities, at which
time targets and indicators will be defined for
each pilot.
‘Natal Que Alimenta’: In 2021, the BRF
Institute got together with Gastromotiva for
the ‘Natal que Alimenta’ campaign. Social
media influencers and BRF chefs were invited
to prepare and distribute Christmas meals
to people in situations of food insecurity
at the Gastromotiva units located in Rio de
Janeiro and São Paulo. In parallel, meals were
donated in Curitiba and Salvador, through the
Gastromotiva Cozinhas Solidárias supported
by the IBRF. Through this campaign, more than
40,000 Christmas meals were distributed.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 107
Education for the Reduction of Food Waste
• Study on Food Loss and Waste: this is an
initiative developed by the BRF Institute
together with the Philanthropy Research Center,
part of the José Egydio Setúbal Foundation
(FJLES), to advance scientific research into the
scenario of food loss and waste in Brazil and
solutions in the sphere of social investment.
The work performed with doctorate and post-
doctorate students from different areas will form
the basis for videos and articles on the issue,
whilst it will also contribute to the clarification
and improvement of social innovation actions.
‘Comida Invisível’: In 2021, the IBRF began its
sponsorship of the ‘Comida Invisível’ (‘Invisible
Food’) platform, that connects people and
companies with social organizations that
receive food. The partnership also involves the
‘Comida Invisível Educa’ platform, an education
initiative with interactive content relating to good
practices for full use of foods focused on social
organizations that receive donations through the
platform. The different contents are available to
100% of the organizations that access Comida
Invisível’s online space, providing a series of
courses, recipes, information and tips for the
reduction of waste.
COMMITMENTS TO THE REDUCTION OF WASTE
Amongst the commitments assumed under the
BRF Sustainability Plan by 2030 is the promotion
of education for 1.5 million people globally
concerning the reduction of food waste.
Internally, we have performed pilots in our
restaurants using behavioral psychology to
avoid waste. As part of the Ecco Platform, we
have implemented totems at our manufacturing
units, with tips on how employees can reduce
food waste.
In 2021, the initiative received an award from
Grow+ in the ESG category. In order to expand
our external reach, a partnership was signed
with Manual do Mundo, that created a video
specifically developed for and focused on the
issue. The content has been watched more than
470,000 times.
The BRF Institute has entered into partnerships
and worked on initiatives focused on education
and waste reduction. This is the case of
the partnerships established with the ‘José
Egydio Setúbal Foundation’, ‘Gastromotiva’,
‘Prosas’ and ‘Quintessa’, ‘Comida Invisível’
and ‘Mesa Brasil do Sesc’ program. The
projects approach education from different
angles including scientific production,
encouragement of innovation, development
of knowledge and skills, cultural actions,
and engagement of different stakeholders.
They also make it possible for protein to
be donated to people in situations of food
insecurity through the ‘Mesa Brasil do Sesc’
program, that includes the annual partnership
with Perdigão for the donation of more than
200,000 pork roast joints throughout the
country.
In 2021, R$ 314,000 was invested in the
production of content and sponsoring
initiatives on the issue. More than 176,000
people were impacted by the education
actions for the reduction of food waste in 2021.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 108
Food donations and fighting
hunger
The BRF Institute believes that
through food it is possible to fight
inequalities, create opportunities
and change lives. As such, we have
developed partnerships and support
initiatives designed to combat
hunger and which contribute to
the reduction of food waste. We
support the ‘Mesa Brasil do Sesc’
and the Ronald McDonald Institute’s
‘7 Casas’ initiatives, in the form of
donations of proteins to families
and children in situations of
vulnerability. In 2021, around 600
tons of food were donated through
these two partnerships.
‘Education Para o Futuro’
• Support for Unicef: In 2021, the BRF
Institute partnered up with the United
Nations Children’s Fund (Unicef) to work
so that children and adolescents in socially
vulnerable situations have access to
connectivity, hygiene and social support. The
initiative totals R$ 4.5 million in donations
and is set to benefit more than 15,000 people,
including parents, teachers and schools in
regions of Brazil where the country is present.
• Instituto Ayrton Senna partnership:
Investment of R$ 5 million through a
partnership between the BRF Institute and
the Ayrton Senna Institute (IAS) focused
on the IAS’s pedagogical support and
educational technologies in more than
1,800 elementary schools in municipalities
in Rio Grande do Sul state and Lucas do Rio
Verde (MT). The aim of the partnership is
to contribute to the recovery of the literacy
associated with the socio-emotional and
cognitive development of the students.
The priority “Education for the Future”
front was launched in 2021, as an unfolding
of the work developed by the BRF Institute
to tackle the effects of the pandemic
READ MORE
Read more about this and other
initiatives.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 109
BRF VOLUNTEER PROGRAM
The BRF Volunteer Program aims
to connect the employees and
communities where we are present.
In 2021, 346 actions were performed
in 38 municipalities. Our employees
volunteered around 2,500 times,
representing more than 12,000 hours
of volunteer work benefiting 88,575
people.
Indirect economic impacts
203, 203-2, 413-1, 413-2
GRI 103- 2, 103- 3 |
By understanding the indirect economic impacts
we are able to make advances on a long-term
sustainability agenda that is aware of the specific
opportunities and needs that the municipalities
have in relation to regional development.
Amongst the significant indirect impacts of the
operation, we should highlight the following:
Positives
• Stimulation of municipal economies, with
attraction of new businesses and potential
suppliers;
• Economic development of the municipality;
• Attraction of investment in infrastructure;
• Job opportunities;
• Mobilization of different players on matters
that are of importance to the public, such as
entrepreneurship and education;
• Private social investment and corporate
philanthropy, promoting local development and
a positive social impact.
Negatives
• Unorganized growth;
• Exposure to migrant flows without any
infrastructure to accommodate the population
needs or the associated risks, such as
xenophobia and economic fragility, for example.
• Shared use of natural resources with the
communities;
• Effects on the highway infrastructure and
municipal public services;
• Risk of exposure to child-adolescent
sexual exploitation on the highway, with a
greater flow of trucks.
Within this context, of BRF in Brazil’s 38
manufacturing units, 75.76% have local
development programs based upon the
needs of the local communities, 21.21%
have stakeholder engagement plans based
upon the mapping of the interested parties,
and 75.76% have committees and processes
involving broad consultations with the
community.
GRI 102-1, 413-1
Amongst the highlights of 2021, we saw
the conclusion of the social diagnosis of
the municipality of Seropédica (RJ) by
the Elos Institute, with support from the
IBRF. During the process, three field trips
were made to listen to the different local
players, as well as visits to districts, schools
and associations, in order to develop
action plans for the implementation of a
community development methodology,
forecast for 2022. The BRF Institute’s work in
benefit of Turkey was also started, through
‘BRF Banvit’, with the planting of native
trees designed to reforest the region of
Bandirma that lies near one of the country’s
production units.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 110
Animal welfare
FP10, FP11, FP12
The guiding principles of our conduct
in relation to animal welfare are ethics
and sustainability, as well as the positive
transformation of the entire production chain.
We have a zero-tolerance policy concerning
the maltreatment of animals and we operate in
line with best practices, through projects and
public targets, whilst we are also guided by
certifications, partnerships and collaborative
and constructive works with entities that are
well-respected in the market.
Our practices are integrated and wide reaching,
involving the notion of responsibility from
creation right through to the slaughter of
the animals. The importance of this issue is
supported by our global and cross-sectional
commitments, connected to our 2030 Vision.
GLOBAL PROGRAM:
ANIMAL WELFARE MADE IN BRF
Through the Animal Welfare Made in BRF
program, we have established policies, norms,
processes and indicators in accordance with
the specific features of each location in which
we operate, be they environmental or cultural,
climate-related or religious.
The premise of the program is the concept
of the five domains of Animal Welfare, an
evolution of the Five Animal Freedoms
established in 1979 by the Farm Animal Welfare
Committee (FAWC). As well as the physiological
states of the animals, these domains take into
consideration their behavior and mental states.
READ MORE
Read more about all of our public
commitments in the BRF Sustainability
Plan and, following that, the main
initiatives undertaken in line with
commitments we have made.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT Five Animal Freedoms
1.
Nutrition
Proper consumption of nutritious food for a
pleasant experience.
2. Environment
Good conditions that offer comfort and security;
3. Health
Animal care procedures for robustness and
vitality.
4. Behavior
Varied activities and rewarding challenges;
5. Mental state
Prioritization of comfort, interest and trust to
avoid negative experiences
Many different areas of the Company, at all
levels, including senior management, are
engaged in the program. The key-indicators
and the evolution of the public commitments
are discussed every month by the operations
directors (farming and industrial), as well as by
the Vice Presidency of Institutional Relations,
Reputation, and Sustainability, and the BRF
Institute
We also have a diverse group of specialists
and all the decisions relating to the care and
installations involving the animals need to
receive approval from the technical areas.
In alignment with the program, we have
adopted the Animal Welfare Compliance
Matrix using our compliance with Brazilian
legislation and international protocols as
the basis. The tool developed by the team of
Animal Welfare specialists, based upon national
and international legislation, as well as on
internationally recognized protocols, is adopted
especially for the pig and poultry slaughter
processes and in the agricultural production of
broiler chickens, turkeys and pigs.
The units have the autonomy to conduct
monthly self-assessments on the main
requirements for animal welfare. In the area
of livestock, the assessment of the integrated
producers is performed in the broiler poultry,
turkey and pig chains, with the animal welfare
officials performing the assessments on a
sample basis.
100% of the broiler chicken, turkey and pig
slaughter were assessed on a monthly basis in
relation to the criteria of receipt and slaughter
of live animals. In total, 372 assessments of the
processes involved in the receipt and slaughter
of live animals were performed.
In 2021, animal welfare officials evaluated
around 2,500 integrated producers, representing
around 30% of the producers evaluated.
111
READ MORE
Find out more about FAWC
STRENGTH OF GOVERNANCE
In 2021, animal welfare was raised to the Vice-
Presidency as part of the creation of the VP of
Institutional Relations, Reputation, Sustainability and
the BRF Institute (Iris). During the year, the Sustainability
Board and Animal Welfare Management was instituted,
with teams made up of veterinary doctors and a zoo-
technician, dedicated to making advances in our
commitment to the issue.
The teams also follow the evolution of the indicators,
the monitoring process, the committees, the decision-
making and the training sessions related to this
issue. In addition to this, we have multi-disciplinary
working groups to address specific matters relating
to animal welfare, that involve different areas of the
company, including Operations, Quality, Planning and
Procurement.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT
The instances of non-compliance identified
were monitored and addressed by the
wellbeing officials at each unit. Find out more in
the sub-item on Management in the Production
Chain.
In 2022, we expect to be opening matrices in
the swine grandparent and great-grandparent
chains, fertile egg production matrices and an
incubation unit.
The units are also submitted to second audits
by a corporate team, whilst some units are
submitted to third audits by certification
authorities and clients. In order to correct any
instances of non-compliance, an action plan is
established for adjustment of the requirements,
and this is monitored by the Animal Welfare
Officials from each plant.
READ MORE
Find out more about the
Animal Welfare Made by
BRF program
112
TRAINING OF THE TEAM AND
ENGAGEMENT OF THE STAKEHOLDERS
GRI 102-43
We believe that raising awareness is an important
way of boosting the results of animal welfare.
Along these lines, we have a program of ongoing
training and qualification. Furthermore, the
assessment of gaps, is undertaken, with the
results being used to establish a short, medium
and long-term action plan.
Our Animal welfare Officials are professionals
who, as well as being capable of putting the
directives into practice, can train and multiply the
qualification of 100% of the employees, integrated
producers and third parties who work with live
animals, from the incubation and semen centers
through to slaughter.
In 2021, 290 Animal Welfare officials were trained,
these being professionals from the livestock chain,
and those responsible for the the transportation
of live cargo and the slaughter of animals.
Material was also developed for the poultry and
pig slaughter wellbeing technical training school.
In relation to the integrated producers, we have
training programs involving a technical team
(made up of veterinary doctors, zoo-technicians,
agronomists and agricultural technicians), undertaken
during technical visits and during the weekly meetings
with the integrated producers, as well as publication
of content on the issue on the Integrated Producers’
Portal and in the BRF Rural journal.
We also share our technical knowledge with studies
into the Brazilian production scenario, performed by
institutions such as the Brazilian Agricultural Research
Company (Embrapa), the University of São Paulo
(USP), the Federal University of Rio Grande do Sul
(UFRGS) and the Federal University of Paraná (UFPR).
Furthermore, with the aim of disseminating concepts
of animal welfare to our stakeholders, we have a
portal containing a page dedicated to this issue, where
we have included the directives adopted by BRF. All
of the Animal Welfare Officials receive the reports on
the results of the Compliance Matrix at the monthly
meetings and on the BRF page.
We also aim to educate the consumer through a
webseries that is available on the company’s website
and on YouTube, as well as through publications on
BRF’s social media, such as Facebook, LinkedIn and
Instagram. The animal welfare is also communicated
by the Sadia BIO and Sadia Orgânico lines, that
address the differential of animal welfare.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 113
GRI FP5
Standards and certifications
Amongst the well-respected certification
standards that we adopt are GLOBAL G.A.P.,
Certified Humane certification, an international
certification that considers the quality of life
of the animals from birth onwards, and the
antibiotic-free product certification.
Currently, 58% of pigs are slaughtered at units
certified to third parties, through the North
America Meat Institute protocol, exclusively
focused on the theme of animal welfare.
For broiler chickens, 71% of the animals are
slaughtered under third party certifications,
in accordance with the National Chicken
Council protocol. The audits are conducted
by professionals approved by the Professional
Animal Auditor Certification Organization
(PAACO). In 2021, 7 new poultry and pig
slaughter processes were certified, and the
other processes were re-certified.
We also actively collaborate in discussions on
animal welfare hosted by sector entities such
as the Brazilian Association of Animal Protein
(ABPA) and the International Poultry Council,
both of which we are members of.
We actively participate in the World Animal
Protection’s 3Ts Alliance and work closely
with a global group of specialists. As such, we
collaboratively address studies with the aim
of ending the practice of physically altering
pigs, including tail docking, teeth trimming
and surgical castration. The aim is to use the
information collected as evidence to improve
practices throughout the global industry to
benefit the wellbeing pigs.
Currently, 58% of the
pig slaughter process
is certified by outside
organizations.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 114
CERTIFICATIONS OF THIRD PARTIES IN ACCORDANCE WITH INTERNATIONAL
ANIMAL WELFARE REGULATIONS
Certification
2020
Unit
North America Meat Institute - PAACO Pigs
National Chicken Council - PAACO Poultry
Brazil (Campos Novos, Concórdia, Lajeado BRF and
Toledo)
Brazil (Capinzal, Chapecó, Concórdia, Serafina Corrêa,
Marau, Herval D'Oeste, Toledo, Dois Vizinhos and Mineiros)
Certified Humane
Brazil (Lucas do Rio Verde)
Zero ATB
Global GAP
2021
Brazil (Lucas do Rio Verde)
Brazil (Marau)
North America Meat Institute - PAACO Pigs
National Chicken Council - PAACO Poultry
Brazil (Campos Novos, Concórdia, Lajeado BRF, Herval
D'Oeste and Toledo)
Brazil (Capinzal, Chapecó, Concórdia, Lajeado Minuano,
Serafina Corrêa, Marau, Videira, Toledo, Francisco Beltrão,
Carambeí, Dois Vizinhos, Lucas do Rio Verde, Mineiros and
Rio Verde)
Certified Humane
Brazil (Lucas do Rio Verde)
Zero ATB
Brazil (Lucas do Rio Verde)
Global GAP I.F.A. and C.F.M.
Brazil (Marau)
INTERNATIONAL RANKING
Our commitment is recognized by our performance in
the international Business Benchmark on Farm Animal
Welfare (BBFAW) ranking. BRF occupied level 2 of the
ranking for two consecutive years (2016 and 2017) and
currently occupies level 3 (2018, 2019 and 2020).
Companies are classified according to their
responsibility and commitment in the following
categories: Commitment and Management Policy;
Governance and Implementation of Policies;
Leadership and Innovation; and Performance and
Impact Reports.
We were also classified by the Farm Animal
Investment Risk and Return (FAIRR) market
instrument as low risk in animal welfare in 2020 and
2021. The aim of the ranking is to construct a global
network of investors focused on and engaged in the
risks associated with animal production.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 115
Management of the supply chain
We have a system of vertical integration, that
involves partnerships with animal breeders.
BRF provides the animals (for pigs, the
majority of which are bred from their own
genetics), inputs and technical support, and
the integrated producers participate with the
installations, equipment, water, electricity
and labor necessary for the creation and
development of the herds, in accordance with
the directives of the Global Animal Welfare
Program. Find out more about our chain in
Responsibility in the Value Chain.
Our operations involve broiler chickens
(Brazil and Turkey), broiler turkeys (Brazil and
Turkey) and pigs (Brazil) produced under the
supervision and control of BRF through our
own operations and those undertaken by
our integrated partners. Cattle farming forms
no part of the BRF production chain. Beef
and lactose products (sourced from dairy
cattle farmers) and eggs for industrial use are
sourced from ratified suppliers who sign the
Suppliers’ Code of Conduct document, which
includes animal welfare requirements.
In 2021, we started the process of mapping
the suppliers of inputs of animal origin. The
Animal Welfare management team developed
questionnaires on those aspects of most
relevance to the issue, with information
concerning the methods of creation, slaughter,
certification, mutilation and environmental
enrichment. These questionnaires were sent
out to our beef and lactose products suppliers.
Our intention with this initiative is to guide the
chain towards best practices for all the animals
that form part of our production chain. In the
table we can see the proportion of animals
created by BRF and those sourced from
suppliers.
READ MORE
For more information, click here
PERCENTAGE OF ANIMALS IN THE BRF PRODUCTS CHAIN
Species
Percentage
Country
Additional notes
Broiler chickens
54.48%
Brazil: 98.16%
Turkey: 1.83%
Production of chickens in Turkey and Brazil, 100% together
with integrated partners.
Pigs
21.60%
Brazil: 100%
Production allocated in Brazil by integrated partners.
Turkeys
1.62%
Brazil: 99.83%
Turkey: 0.17%
Production of Turkeys in Turkey and Brazil, with 100% of
production performed together with integrated partners.
Cattle
0.30%
Brazil: 99.82%
Turkey: 0.17%
We do not breed or slaughter these animals. The inputs are
acquired from outsourced third parties.
Eggs
0.00%
Brazil: 56%
Turkey: 44%
We do not breed or slaughter these animals that produce
unfertile eggs. The inputs are acquired from outsourced third
parties.
Lactose products
0.40%
Brazil: 100%
We do not breed or slaughter animals that produce milk. The
lactose products are acquired from companies that deliver the
product ready for consumption.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 116
Farming and slaughter
In line with best practices, we follow corporate
regulations and instructions on best practices,
including in the management of every stage in
the farming of poultry and pigs, from breeding
to slaughter.
These regulations include adherence to the
five fundamental freedoms, zootechnical
parameters, such as stocking density, number
of feeders and drinking troughs, heating and
cooling systems, water quality and quantity,
nutritional levels, environment control
(temperature, humidity, ventilation, lighting
and bedding quality).
The data are periodically monitored by our
technical team and tracked through the Lot
Tracking Sheet (FAL), which also contains
a checklist with mandatory points to be
inspected.In line with the GLOBALG.A.P. and
Certified Humane standards for animal farming
and slaughter, we perform monthly checks on
indicators such as mortality, density (animals
stocked per square meter), animals eliminated,
bumblefoot, mortality rate in transport,
wounds, and fractures as a means of improving
our processes.
In relation to the transportation of our animals,
another important aspect of our business, we
aim to keep the transportation of live cargo
restricted to a maximum of eight hours (well
POLICIES AND PRACTICES, BY SPECIES AND TYPE OF FARMING, RELATED TO PHYSICAL ALTERATIONS AND THE USE OF ANESTHETIC
Species/farming
Broiler chickens
Fertile Broiler Chickens
Broiler Turkeys
Pigs
Pigs
Types of physical alteration
performed on the species
Farming practices applied to these animals and whether anesthetics are used during
the physical alterations
Physical alterations are not
performed on poultry
Beak treatment
(beak trimming)
Beak treatment
(beak trimming)
Tail docking
Castration
100% of the fertile broiler hens have their beaks trimmed in the hatchery using laser
equipment. One third of the beak is trimmed in the area with fewer nerve receptors.
100% of the broiler turkeys have their beaks trimmed in the hatchery using laser
equipment. One third of the beak is trimmed in the area with fewer nerve receptors.
100% of the animals bred in BRF’s integration globally have their tails docked by
the third day of life to avoid the risk of cannibalism during the growth and fattening
phases. This practice is in line with Directive 120/2008 (concerning minimum
standards for the protection of pigs).
99% of BRF’s animals bred globally undergo immunocastration. Surgical castration
is performed on approximately 1% of pigs and only on those animals intended for
the production of Prosciutto. For this procedure, the animals are sedated or this
practice will be eliminated by 2022.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 117
below the maximum limits required by law),
ensuring that live animals are not subjected
to long-distance trips. We have a committee
that involves the Sustainability, Livestock
Farming, Operations and HSE departments for
the registration of best practices through work
instructions. The actions include, for example,
simulations for employees to practice taking
assertive measures in the event of possible
accidents, and we train every one of our drivers
who transport live cargo.
Globally, in our slaughtering operations, we
demand that the animals are all stunned prior
to slaughter. We can confirm that globally,
100% of pigs and turkeys are stunned prior to
bleeding.
Poultry
Physical alteration: broiler chickens do not
undergo physical changes during their life.
ZERO TOLERANCE OF
MALTREATMENT
At BRF, we have a strict zero-
tolerance of animal maltreatment,
be it through abuse or neglect. As
such, animal welfare forms a part
of the partnership agreement with
our integrated producers, transport
companies and employees. In the
event of any irregularity in this regard,
an investigation is conducted, and, if
confirmed, penalties are applied.
This stance is supported by our public
commitments in relation to animal
welfare, through the BRF Transparency
Manual and our practices throughout the
value chain
READ MORE
Read more in the BRF Sustainability
Plan and in Management of the
production chain
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 118
Practices for the farming and slaughter of animals
Space for movement: We stipulate a
maximum density for the housing of poultry,
both in our own installations and in those of
our integrated partners, of 39 kg/m², in line
with European directives, considered the best
in the world. Around 52% of broiler chickens
farmed by BRF globally are slaughtered with a
density of less than 30 kg/m².
Cage free: 100% of the fertile egg production
centers are cage free with access to the nest, a
necessary tool for poultry to be able to express
their natural behavior; 56% of the eggs used in
industrialized products are sourced from cage
free eggs. In Brazil, 100% of our poultry are
cage free.
Comfort and environmental enrichment:
We use high quality poultry bedding
measuring around 15cm in depth for turkeys
and 10cm in depth for hens. The bedding
manufacturers ensure that the items (filled
with shavings and rice husks) bear quality
control guarantees, free from contaminants.
In total, 100% of the turkeys have access to
pecking objects for them to be able to fully
express their natural behavior.
Feeding: broiler chickens have free access
to water and food, with a diet prepared by
nutritionists according to the developmental
needs of each phase of the animal.
Correct temperature: In order to maintain
conditions of thermal comfort for the animals,
special equipment is used and the maximum
and minimum temperatures and humidities
of the installations are recorded every day for
the control and monitoring of the adopted
standards;
Rest time: we respect a minimum of 8 hours
of light per day and four hours of dark, thus
following the day/night rhythm and the proper
light intensity for each phase, in each farming
system.
Beak trimming: we use a laser system, instead
of a cutting and cauterizing system, on 100%
of our turkeys, as well as in the broiler chicken
centers, respecting the limit of 1/3 of the upper
beak, with this being performed just once in an
animal’s life.
Respect for regional criteria: we also respect
the specific cultural, religious and market
demands of our clients and certifications.
Cage-free turkeys: no turkey farmed by BRF
globally is confined in a cage, meaning all of
them enjoy freedom of movement within the
installation.
Fattening turkeys: around 87% of the animal
fattening processes are performed in a system of
conventional housing, consisting of installations
that involve open curtains thus making maximum
use of natural light. The other installations
operate with a different type of system that allows
greater control over the extreme environmental
variables, such as temperature and humidity.
Poultry transportation: the transportation of
turkeys and chickens is performed in accordance
with the directives of the Corporate Committee on
Live Cargo Transportation.
Turkey slaughter: the process involving the
slaughter of animals follows the principles of
animal welfare, with 100% of the turkeys being
stunned prior to slaughter.
Assessment and management: All vehicles are
checked as soon as they arrive at the factory and
the management is performed by professionals
trained in animal welfare.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT PROCESS INNOVATION
As well as best practices, we constantly seek
to implement advanced technologies used
worldwide. Amongst these, we can highlight
the process of pre-slaughter stunning through
the use of gas, implemented at the Marau unit
(RS), ensuring that the animals do not regain
consciousness prior to slaughter. This model for
stunning is the only one of its kind in Brazil.
Furthermore, the units in Marau (RS), Serafina
Corrêa (SC), Toledo (PR), Capinzal (SC),
Concórdia (SC) and Chapecó (SC) have closed-
circuit television (CCTV)* systems installed in key
areas of the processes involved in the receipt and
slaughter of poultry. This system enables us to
monitor the birds during the entire process, from
receipt through to the final slaughtering stage,
thus ensuring the employment of best practices.
In 2022, CCTV will also be installed to monitor the
slaughter of pigs.
* The images are solely for internal company use.
119
Pigs
Assessment and management: 100% of the
animals are checked as soon as they arrive at
the factory and the management is performed
by professionals trained in animal welfare.
Freedom at the installations: all fattening
pigs at BRF are free to move around within the
installation. The maximum stocking density
of pigs at our installations and at those of
our integrated partners should follow the
vertical system of 0.33kg/m² for the nursery
and 0.95m²/100kg for pigs in the termination
phase, in accordance with the European
directive considered to be one of the best
in the world. Currently, 100% of the animals
in the nursery phase are housed within the
maximum stipulated density.
Weaning; The minimum weaning age should
be 21 days, with an average age of 25 days, or
in other words, when a piglet enters the fourth
week of its life.
Collective gestation: we have adopted a
system of collective gestation as mandatory in
all of the Company's expansion projects and
we have committed ourselves to ensuring that
our swine centers have been 100% installed
with collective gestation housing by 2026. In
2021, 53.6% of the female herd were housed
in collective gestation bays, or in other words,
more than 200,000 pigs, in accordance with
the European Union’s Directive 120/2008.
Castration: 99% of castrations are performed
by means of immunocastration (a non-surgical
and non-invasive procedure performed using
vaccinations with no collateral effects). For
the rest (around 1%), surgical castration is
performed, but always by the third day of the
animal’s life, as part of the creation of a specific
product line.
Euthanasia in the field: 100% of extension
workers use the proper equipment for
euthanasia in the field.
Slaughter: 100% of pigs are stunned prior to
slaughter.
Abolition of practices:
We do not clip or trim any
pigs’ teeth Exceptions to this
trimming policy are performed
only in extreme cases, where
the wellbeing of the female pig
is affected. Furthermore, none
of them have their ears altered.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT PERCENTAGE OF SPECIES BY TYPE OF HOUSING (%)* GRI FP11
2019
2020
2021
Type of housing
Turkeys
Chickens
Pigs
Turkeys
Chickens
Pigs
Turkeys
Chickens
Pigs
Negative pressure (yellow or blue
curtains)
Positive pressure (open curtains
and full use of the natural
conditions of the space)
Dark House (black x silver
curtains + cooling equipment
to cool the environment +
humidifiers)
Collective gestation
Individual gestation
* Not applicable to BRF One Pet.
3.28
30.35
3.28
31.67
12.5
30.7
96.72
31.2
96.7
27.61
87.5
25.1
38.45
41.12
44.2
35
65
45
55
53.6
46.4
BRF uses no antibiotics
anywhere in the world
as a prophylactic on
any animals in its
production chain
GRI FP12
Use of medicines
In relation to the use of antibiotics and
medicines in general, we operate in accordance
with the scientific evidence of antimicrobial
resistance in the human population and
with the understanding of the World
Health Organization (WHO), that classifies
antimicrobials at three levels: critically
important, highly important and important.
Our team of veterinary doctors evaluates
and ensures the biosecurity, animal welfare,
prophylaxis, disease prevention, and
maintenance of animal health, constantly
seeking alternatives to the use of these
drugs in the form of vaccines, prebiotics and
probiotics.
120
At a global level, BRF does not use antibiotics
as a prophylactic in animals in its production
chain. Nor does it use hormones to increase
growth in the integration of poultry and
swine. Nor does the Company use antibiotics
classified by the World Health Organization as
harmful to human health in its poultry chain
and we are working to reduce the use of this
class of medicines in the pig chain.
Together with the integrated producers, we
are focused on preventing disease and we
adopt antimicrobials only when necessary.
In such cases, our veterinary doctors assess
the animals and the presence of injuries
through necropsy and any antimicrobials
are prescribed by these professionals and
registered in the Lot Tracking Sheet. The
withdrawal period is strictly observed and
inspected.
All the products are acquired and supplied
by BRF, and the integrated producers are
forbidden from privately using or purchasing
any product. The antimicrobials should be in
accordance with the regulatory requirements
of local legislation and may only be used
according to the product license in the
country where it is administered. Another
requirement is that it should be considered
as having been effective by means of an
historical analysis of the test for sensitivity to
the antibiotics.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT
121
READ MORE
Access our Green Bond Report
one place, from C to B- in our management of
the Soy chain. In relation to the Palm Oil chain,
meanwhile, we moved up from D to C. In the
area of Climate, due to the establishment of
our targets for reduction of greenhouse gas
emissions, we also improved our classification,
moving up from C in 2020 to B in 2021. In
the area of Water, we maintained the same
performance level of B-.
Environmental management GRI 103-2, 103-3 | 307
In our manufacturing process, we seek to make
efficient use of natural resources, as well as
mitigate the environmental impacts stemming
from our activities, including in the post-
consumption phase.
In relation to this, through the Sustainability
Policy, the Health, Safety and Environment
Policy (HSE) internal corporate standards and
benchmarks such as the ISO 14001 directives,
the ‘+Excelência’ program, and the Operational
Excellence System, we manage potential
impacts and opportunities related to natural
capital.
Through our internal indicator called the
Environmental Sustainability Index (ISA), we
monitor indicators of effluents, waste, air
emissions, noise, odor, and environmental
licenses and permits, as well as the compliance
of our operations with the legal requirements
and environmental processes.
The ISA’s environmental indicators apply to the
grain storage units as well as the industrial and
livestock units in Brazil and Abu Dhabi. In 2021,
we implemented test controls in the industrial
and livestock units in Turkey, and these will
come to form an integral part of the global
indicators with systemic control in 2022. In
2021, BRF saw compliance with the ISA grow by
1.5% against 2020.
Our advances were recognized by our
performance in the CDP, reflecting a
management that is increasingly more in line
with the 2030 Sustainability Vision. We have
improved in the areas of Forests, advancing
INVESTMENTS IN ENVIRONMENTAL PROJECTS1
In 2021, we invested R$ 134.6 million in environmental impact
reduction processes, in accordance with the categories eligible
for green bonds issued by BRF , with the aim of maximizing our
investments in energy efficiency, renewable energies and reduction
of greenhouse gases emissions, amongst other fronts
1 The amount invested is subject to assessment by the external certification authority and may undergo adjustments.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT Environmental compliance
GRI 307-1
Our management practices are constantly
focused on compliance with environmental
laws and regulations. Within this context,
monthly meetings are held with a multi-
disciplinary team, a specialist on the matter
(Legal, Environmental and a technical area
from the Environmental area), the objective of
which is the management of BRF’s compliance
with the environmental obligations. In 2021,
the sum of R$ 1,630,983.52 was received
in fines of an environmental nature. The
previous year, the sum was R$ 1,144,921.38.
There was a reduction in the number of
monetary sanctions, dropping from 15
received in 2020 to 11 in 2021. BRF considers a
significant fine to be in a sum greater than R$
150,000.00.
Waste management
GRI 103-2, 103-3 | 306, 306-1, 306-2
The management of waste and recyclability
of the packaging that we use forms an integral
part of our environmental management. As
part of our Operational Excellence System
(SEO), we have a Waste Management tool
which standardizes the solid waste inventory,
and includes specific indicators for managing
it. We also have the Hiring and Approval of
Third Parties component, which standardizes
the management of suppliers in the disposal
and treatment of solid waste.
Through the Solid Waste Management Plan
we are able to organize initiatives focused on
the better management of waste. In relation
to control, we work under the premises of the
3 or 5Rs (Refuse, Rethink, Reduce, Reuse and
Recycle) throughout the value chain, from
suppliers to post-consumption.
In relation to composting, the leading method
of disposal is the transformation of waste into
organic fertilizer, involving the proper legal
and environmentally-adequate disposal. The
separation of organic waste and other waste
categories (recyclable or non-recyclable) for
disposal is also adopted in our administrative
operations.
In both our own and integrated farms in
Brazil, through the Reverse Logistics Program
for Animal Health Waste, hazardous waste is
collected from the field and from hatcheries.
In 2021, waste centers were also installed in all
units where grains are received and processed.
These centers consist of the construction of
a civil structure for the separation of solid
and liquid waste, as a means of ensuring the
correct destination of the waste generated by
our grains units, in accordance with the law.
122
ZERO WASTE IN TURKEY
In the international market, we hold the
Zero Waste certification for all our Turkish
units. This recognition supports our waste
management system and our practices
focused on protection of the environment and
human health, as well as resources in disposal
management processes.
In 2021, we obtained the Zero Waste
certification for our turkey slaughter in
Izmir and our chicken slaughter and feed
manufacture plant in Elazig, in Turkey. In 2020,
the chicken slaughter in Bandirma, also in
Turkey, and the chicken slaughter and feed
manufacture plant in Izmir were also awarded
this recognition.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT TOTAL SUM OF WASTE DIVERTED FROM DISPOSAL,
BY TYPE OF RECOVERY OPERATION1 (T)* GRI 306-4
TOTAL SUM OF WASTE DIRECTED TO DISPOSAL,
BY TYPE OF DISPOSAL¹ (T)* GRI 306-5
Type
Quantity
Quantity
Quantity
Type
Quantity
Quantity
Quantity
2019
2020
2021
2019
2020
2021
Hazardous waste
Hazardous waste
123
Recycling
Re-refining
Reuse
Recovery
197.02
170.87
284.20
Incineration
377.61
594.01
884.29
52.76
135.94
220.36
Industrial landfill and autoclaving
374.97
369.24
195.68
49.67
1.20
32.04
7.70
-
-
-
Total
Nonhazardous Waste
752.58
963.25
1,079.97
Incorporation into the earth
24,378.22
11,231.27
-
On-site storage
5.82
0.30
Total
Nonhazardous Waste
Recycling
Compost
Reuse
Recovery
Total
337.31
316.01
504.56
Industrial landfill and autoclaving
104,732.66
140,494.35
115,979.72
Total
129,110.88
151,725.62
115,979.72
* BRF One Pet data has not been included.
1 All disposal operations were performed off site.
36,659.82
37,432.32
67,347.29
291,937.86
170,009.76
209,733.88
5,905.82
7,649.64
242.96
32,595.19
71,635.34
2,762.88
367,098.69
286,727.06
280,087.01
* BRF One Pet data has not been included.
1 All the recovery operations were performed off-site, with the exception of the “on-site
storage”, that was performed on BRF premises.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT Packaging and recyclability
GRI 103-2, 103-3 | 301, 301-1, 301-3, 306-2
As part of the Sustainability Plan we are
committed to making 100% of our packages
recyclable, reusable and biodegradable by
2025 The R&D department is already working
on this process through the optimization of the
packaging structures to reduce the consumption
of materials and, at the same time, maintain the
level of protection for the product.
We are also working towards the reduction of
the grammage and on the use of alternative
materials that will continue to ensure the
stability and safety of the products. In the case
of recyclable packaging,
depending on the product’s appearance
needs, we use mono-material structures that
facilitate the recycling process. For example,
the cardboard boxes and rigid packaging used
to produce margarine, for example, are made of
recyclable materials.
We are committed to
making 100% of our
packages recyclable
by 2025.
MATERIALS USED, BROKEN DOWN BY WEIGHT OR VOLUME (TONS)¹ GRI 301-1
Name of the material
2020
2021
124
Aluminum
Pulp
Collagen
PS (polystyrene)
HDPS (High-density polystyrene)
LDPS (Low-density polystyrene)
PET (polyethylene terephthalate)
Pp (polypropylene)
Pallet
PVC (Polyvinyl chloride)
PE (polyethylene)
Cellulose casing
Others
Reusable
288.48
289.36
162,277.78
155,289.86
468.56
1,714.39
119.94
2,029.27
2,973.51
1,452.47
25,588.59
21,232.73
50.67
20,536.19
39,462.82
2,025.57
-
3,516.77
56,536.21
-
608.85
15,937.78
63,771.68
1,736.80
30.89
3,124.29
33,831.20
1,598.78
Total consumption
1 Materials in the end product. Data relating to Brazil, Turkey and Abu Dhabi.
Data relating to BRF One Pet has not been included.
312,585.98
303,907.47
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT
125
OFFSETTING OF 100%
OF QUALY PACKAGING
In 2021, the Qualy brand announced
its commitment to offsetting 100%
of its margarines and butter pots. By
doing so, the brand has designed 100%
of its packaging to be recyclable and
encourages reuse of its pots. This means
it will be promoting the recycling of
the same amount of plastic used and
contributing to improving the worth of
the polypropylene recycling chain in
Brazil. For this initiative, we count upon
our partnership with the ‘eureciclo’
company and expect to collect 8,000
tons of material per year.
In the manufacturing processes, all damaged
packaging is sent for recycling, thus reducing the
environmental impact. In addition to this, some
of the cardboard boxes used by BRF are produced
from recycled cardboard.
It should be mentioned that our packaging is
oriented towards the consumer in relation to the
recycling category established by ABNT norm NBR
13230.
Through membership of the Brazilian Association
of Food Industries (ABIA), the Company
participates in the Sector Packaging Agreement, in
line with the National Solid Waste Policy (PNRS),
that prescribes a reduction of recyclable waste
sent for landfill, amongst other actions.
Together with a number of other companies
committed to establishing a reverse logistics
plan in the country, BRF is a member of the
‘Plataforma Reciclar pelo Brasil’ (‘Recycling for
Brazil Platform’), which is focused on increasing
the amount of recycled waste, increasing the
revenue of cooperatives, and improving the
income of the waste collectors involved. Up until
2021, the Platform’s program had made headway
on improvement and management actions in
201 associations and cooperatives in 26 states,
directly impacting more than 4,900 members.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT Climate change GRI 201-2
Climate change and humanity’s failure to contain
it are amongst the most pressing global risks
for the coming years, according to a recent
report published by the World Economic Forum.
Internally, we have taken into consideration
the potential effects of climate change in our
operations and in the supply chain and we
recognize the vulnerabilities associated with the
natural resources and agricultural products that
are essential to our activities.
Due to this context and as one of the world’s
biggest food companies, with an extensive
production chain, we have assumed public
commitments to maximize our contribution
within this agenda.
Net Zero by 2040
In June 2021, we assumed the global commitment
to being Net Zero by 2040, in both our own
operations and across our entire production
chain. This initiative reinforces our ESG agenda
and ensures fulfillment of our actions responsibly
and innovatively whilst having a positive impact
READ MORE
on the environment, the production chain and the
communities of which we form a part.
The Net Zero commitment includes actions to
reduce 35% of the Scope 1 emissions (direct
emissions) and Scope 2 (emissions relating to the
generation of purchased energy) by 2030; 12.3%
of the emissions in Scope 3 (indirect emissions
in the Company's value chain) and, by 2040, the
commitment to neutralize residual emissions.
The establishment of these reduction targets was
based on our emissions inventories from 2019
and 2020, respectively. As we move forward on
this journey, BRF is adhering to the Science Based
Targets (SBTi) and the targets are in the process of
being validated
In assuming the commitment to being Net Zero
by 2040, the Company has also identified a set of
initiatives for its value chain lying on four priority
fronts. These include the Sustainable Purchase of
Grains, the Promotion of Low Carbon Agriculture,
the increased Use of Renewable Energy, especially
that from clean sources, and an increase in
Operational Efficiency.
Read more about all of our commitments
in the BRF Sustainability Plan
Find out more about our Net Zero commitment
126
PRESENCE AT COP26:
NET ZERO FROM THE COMMITMENT TO THE TABLE
In 2021, BRF was present at the United Nations Climate Change
Conference 2021, COP26, held in Scotland, where we reinforced
our commitment to Net Zero and presented innovation on this
front.
The emissions of Veg Frango 100% Vegetal, from the Sadia
Veg&Tal line, are reduced from the grain to the table through
forest conservation. With this announcement, we fulfilled one
of our sustainability commitments, that was to make a carbon
neutral line available in 2021.
The initiative was honored at the Grow Innovation Awards,
taking first place in the ESG category and the projects with
impact category.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 127
Management of Greenhouse Gases (GHG)
GRI 103-2, 103-3 | 305, TCFD
As a founding member of the Brazilian GHG
Protocol Program, the Company has now
been implementing its methodology for
the calculation of the annual inventory of
greenhouse gases for more than 10 years. In
2021, we began applying our digital journey
to the global management of GHG emissions
through the use of an automated tool for the
collection of data and calculation of emissions,
increasing the accuracy and frequency of our
monitoring processes.
RECOGNITION
As a result of the commitments we have
assumed for a low carbon economy, the
initiatives that we have put into motion,
and our transparent conduct in managing
our emissions, we are listed in the B3
Carbon Efficient Index (ICO2 B3) portfolio.
Furthermore, our inventory of Greenhouse
Gases (GHG) has been awarded the Gold
Seal by the GHG Protocol Brazilian Program
and the Company was recognized with
the 'Clima Paraná Ouro Plus' seal.
In 2021, we recorded a rise of 10% in Scope
1 and 2 emissions, compared to 2020, and a
reduction of 3% in relation to the base-year
(2019). The performance of BRF’s emissions
was greatly impacted by an increase in the
GRID emissions factor in Brazil, leading to a
significant increase in BRF’s Scope 2 emissions
in 2021 when compared to 2020. The intensity
is calculated using the sum of absolute Scope 1
and Scope 2 emissions divided by the volume
produced by BRF.
GRI 305-4, 305-5, TCFD
The mapping, quantification and management
of the emissions of the value chain (Scope 3),
represents a challenge for any organization,
and for BRF it is no different. We are aware of
the importance of these emissions and have
already identified the chain links of most
importance and the main initiatives that can
contribute to a reduction in our emissions.
The complete roadmap of the emissions in the
value chain is under development.
As such, the sources of Scope 3 emissions
measured by BRF currently refer to the upstream
logistics, external treatment of waste and
business trips. In 2021, we registered an increase
of 4.6% in our Scope 3 GHG emissions, this
being due to the significant rise in waste sent for
external treatment through composting and an
increase in the distance traveled by the logistics
sector to ensure the supply of inputs to the units
and transportation of animals in the field.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT EMISSION OF GREENHOUSE GASES (t CO2 EQUIVALENT)¹ GRI 305-1, 305-2, 305-3, 305-5, TCFD
INTENSITY OF GREENHOUSE GAS EMISSIONS
(SCOPE 1 AND SCOPE 2)2 GRI 305-4, TCFD
Scope 1
2019
2020
2021
Total gross emissions of CO2e
337,066.52
304,502.30
318,393.38
Biogenic emissions - Scope 1
2,090,0691.25
2,033,534.18
2,161,670.02
Scope 2
2019
2020
2021
Variation
2021 x 2019
-6%
3%
Variation
2021 x 2019
Total greenhouse gas emissions (t
CO 2 equivalent)
Intensity of greenhouse gas
emissions
2 Biogenic emissions not considered
2019
2020
2021
577,865.60
508,436.69
559,016.37
0.119
0.096
0.104
128
Total gross emissions of CO2e
240,799.08
203,934.39
240,622.99
-0.1%
Scope 3
2019
2020
2021
Variation
2021 x 2020
Total gross emissions of CO2e
736,489.57
699,695.17
731,895.45
4.6%
1 All the data, from 2019 to 2021, includes the information from BRF One Pet.
The 2019 and 2020 Scope 1 and Scope 2 emissions were recalculated due to the
incorporation of the One PET operations and the adjustments of the Global Warming
Potentials (GWP), in accordance with the technical note of the Brazilian GHG Protocol
Program. The gases included in the calculation are carbon dioxide, nitrous oxide,
methane and hydrofluorocarbons. The other gases are not generated by BRF’s
activities. The data relating to the Scope 1 and Scope 2 emissions are audited by a
third party.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI 103-2, 103-3 | 302
Energy
As well as striving to ensure the efficient use
of electricity, we aim to increase the share of
electricity drawn from clean sources by 50% by
2030, thus further supporting our drive towards
fulfilling our commitment to Net Zero by 2030.
More than 100
integrated producers
installed solar panels
in 2021
Amongst the advances made in the value chain
in 2021, more than 100 integrated producers
installed solar panels at their farms. This initiative
was made possible by means of an agreement
with the Banco do Brasil, which made a credit
limit of R$ 200 million available for the financing
of investments in the installation of solar energy
panels at our integrated producers’ farms.
BRF also has 28,900 hectares of planted forest
(with trees such as pine and eucalyptus) in eight
states, and 192 farms (100 proprietary farms
and 92 leased farms), that serve as a source of
renewable energy for our units. The initiative
assists in climate regulation and in carbon stocks.
ENERGY FROM RENEWABLE
SOURCES
2021, the percentage of energy (fuels and
electricity) from renewable sources was
90%
129
CONSTRUCTION OF SELF-GENERATION PARKS
In 2021, we entered into a partnership with AES Brasil Energia
for the formation of a joint venture with shared control for the
construction of a wind farm at the Eólico Cajuína Complex in Rio
Grande do Norte.
The unit will have an installed capacity of 160 Mwm, generating
80 Mwm, that will be traded with BRF through a 15-year energy
purchase and sale agreement. The estimated investment for
development of the wind farm is approximately R$ 5.2 million per
installed MW.
We also entered into an agreement with Pontoon for the
construction of a solar energy park in Mauriti and Milagres, in
Ceará, with an installed capacity of 320 Megawatts-peak (MWp).
600,000 solar panels are installed across 1,170 hectares, that will
allow the energy generated to be distributed to our units located in
the South of the country. The park should begin operations in 2024.
Through our partnerships, we are able to meet around 90% of
our Brazilian operations’ electricity demands, thus mitigating
risks of scarcity of supply and allowing us to operate with more
competitive costs and achieve our target of obtaining 50% of our
electrical energy from clean sources.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 130
The total consumption of energy was 32.03
million GJ, 3.7% higher than 2020. The energy
intensity was 5.95 GJ/t in 2021, 1.6% greater in
relation to the previous fiscal year.
GRI 302-1, 302-4
ENERGY CONSUMPTION (GJ)* GRI 302-1
TOTAL ENERGY CONSUMED (GJ) GRI 302-1
Source
2019
2020
2021
2019
2020
2021
Electricity from non-renewable sources
Fuels from non-renewable sources
1,697,371.88
1,954,026.56
1,801,979.10
Natural gas
Petroleum
Nuclear
Coal
856,532.97
860,153.82
890,992.16
Fuels from renewable sources
21,115,117.71
20,569,203.34
21,764,940.27
38,830.36
102,214.12
62,823.89
Energy from renewable sources
7,034,256.28
6,960,281.99
7,061,228.90
51,018.30
53,317.67
65,158.08
Energy from non-renewable sources
1,166,818.08
1,395,733.25
1,410,702.55
213,365.86
372,541.00
391,728.43
Total
31,013,563.95
30,879,245.14
32,038,850.82
Others (Turkey)
7,070.60
7,506.64
0.00
Total
1,166,818.08
1,395,733.25
1,410,702.55
Electricity from renewable sources GRI 302-1
Hydroelectric
5,625,245.18
6,035,158.26
4,576,254.78
Biomass
Wind
Photovoltaic
Geothermal
Total
691,254.24
197,190.92
630,942.42
648,623.61
637,052.38
1,731,078.89
56,655.74
77,633.43
113,834.71
12,477.52
13,247.01
9,118.09
7,034,256.28
6,960,281.99
7,061,228.90
* All the data, from 2019 to 2021, includes the information from BRF One Pet.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 131
CONSUMPTION OF FUELS FROM NON-RENEWABLE SOURCES (GJ)1 GRI 302-1
CONSUMPTION OF FUELS FROM RENEWABLE SOURCES (GJ)¹ GRI 302-1
BPF
Diesel oil
Natural gas
Gasoline
GLP
Shale
Total
2019
2020
2021
2019
2020
2021
15,726.91
130,696.46
29,326.59
111,927.70
101,624.87
104,197.20
Sugarcane
Biodiesel
190,972.41
170,183.24
132,263.09
6,805.64
6,321.34
6,462.02
960,071.84
1,001,717.77
919,260.80
Vegetation or animal oil
156,514.78
213,244.79
160,046.46
126,849.12
106,090.04
112,398.00
Biomass (wood from reforesting)
20,760,824.87
20,179,453.96
21,466,168.70
389,408.26
514,594.34
522,349.83
Total
21,115,117.71
20,569,203.34
21,764,940.30
93,388.05
99,303.08
114,446.68
1,697,371.88
1,954,026.56
1,801,979.10
ENERGY CONSUMED OUTSIDE THE ORGANIZATION (GJ)¹ GRI 302-2
2019
2020
2021
Total
5,532,870.20
5,636,633.39
5,976,170.46
1 All the data, from 2019 to 2021, includes the information from BRF One Pet.
Within the organization
2019
6.38
2020
5.86
2021
5.95
ENERGY INTENSITY (GJ PER TON OF FOOD PRODUCED)¹ GRI 302-3
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 132
MANAGEMENT OF RISK RELATING TO WATER
SCARCITY
In order to understand the growth in local demand and gauge
our exposure to water scarcity, we analyze the drainage basins in
those regions where our industrial activities are located and the
characteristics of the use of the local hydro-resources.
Through the use of a hydro-vulnerability tool, developed inter-
2
, we take two complementary
nally using global benchmarks
analytical approaches: an internal operational view, related to
our routines and activities; and an external, environmental view,
tied to the characteristics of the drainage basins where the enter-
prises operate, and to the multiple uses of water in the regions.
We also take part in local and regional hydro-management dis-
cussion forums. The indicators from both the approaches are
integrated, thus allowing us to monitor hydro-vulnerability.
In 2021, we expanded the tool to our international operations
and mapped the industrial units that should be prioritized and
monitored. In 2021, around 15,000ML of water was collected
from those units representing an average to high level of vulnera-
bility, the majority of which are located in the South of Brazil. All
of the Company’s units have contingency plans in order to ensu-
re that their activities do not incur significant impacts.
GRI 303-3
Management of this matter is handled at various levels within
the Company, from local and regional unit-based committees up
to Board level. Since 2020, BRF has had a “Water Steering Com-
mittee”, made up of senior management and technical areas, to
streamline the management of its hydro-resources operations.
2 Aqueduct, CDP Water Security.
With respect to our commitments, we should
highlight the units of Bandirma and Abu Dhabi,
where almost 30% of the water consumed has
been recycled.
In the value chain, we use our Business Partners’
Code of Conduct to provide information on the
need to comply with environmental legislation, this
involving water usage licenses and their conditions.
For our integrated producers, we provide
monitoring and orientation services to ensure
compliance with the licenses and their conditions
on the farms.
Over the course of the year, 59,677.91 ML of
water was collected, considering all of BRF’s
manufacturing sites, meaning a reduction of
0.41% in absolute value compared to 2020. The
volume of water consumed in the period, between
newly collected water and that returned following
treatment, was 8,641 ML, or in other words, 85%
of the water we collect is returned having been
properly treated. Over the course of 2021, we
gauged the maturity of hydro-management at all of
the production units and we inserted a chapter into
our operational excellence system that standardizes
the governance of the hydro-efficiency of our
Units, and the issue of water is now a firm item on
the agendas of our management and committee
meetings. In 2021, we managed to reduce the
water indicator by 0.81% in relation to 2020, with
special mention going to the performance on the
international market, with a 7.3% reduction in its
water consumption.
1 Does not consider the consumption of PET operations
or activities not attached to the manufacturing sites.
GRI 103-2, 103-3 | 303, 303-1, 303-5
Water
We strive for efficient use of water in our
operations and in the value chain, our target
being to reduce BRF’s water consumption
indicator by 13% by 2025. As well as ensuring
compliance with the legal requirements, we
pay great attention to the efficient use of this
resource, with a focus on prioritizing reuse
whenever possible.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 133
RECYCLING AND REUSE
OF WATER GRI 303-3, 303-5
Ratio of the volume of water
reused and recycled compared
to the total volume of new
water drawn (%)
WATER CONSUMPTION (ML)* GRI 303-5
TOTAL VOLUME OF WATER CAPTURED BY SOURCE* (ML)¹ GRI 303-3
2021
Source
2019
2020
2021
Water withdrawn
59,677.91
Surface water
36,940.69
39,390.70
36,754.83
Effluents
51,036.83
Groundwater
22,268.55
18,982.32
21,132.51
Third parties water
1,700.89
1,550.59
1,790.57
Water consumption
8,641.08
Total
60,910.13
59,923.61
59,677.91
* BRF One Pet data has not been included.
* BRF One Pet data were not included.
1 All of the water collected by BRF is classified as fresh water.
2019
7.93
2020
12.10
2021
18.24
Effluents
GRI 303-2
At BRF, we treat all the effluents arising from
our activities in order to mitigate environmental
damages to the bodies of water and the soil.
To better manage and control the effluents, we
monitor the effluent discharge standards that
vary depending upon the final destination and
the parameters set forth in legislation and in
water use licenses.
As such, 100% of the water used for the
processing of our foods is treated before being
returned to the bodies of water in line with
the standards established by environmental
legislation. In 2021, we maintained an 85% rate
of return of water to the environment. It should
be stressed that the effluents produced by BRF
are organic in nature, or in other words, they
are composed principally of proteins and fats
and by the biodegradable detergents used in
the sanitation process. There are no substances
of any particular concern in the effluents.
We also monitor the quality of the rivers where
we collect water and discharge our effluents
following the due and proper treatment.
The information contributes to advance
management, focused on the mitigation of
possible impacts in the regions where we
operate and in the promotion of harmonious
interaction with the environment.
We also have a corporate directive that is
applicable to our industrial and livestock
activities, and which standardizes and guides the
activities which generate the effluents in terms
of parameters and frequency, for monitoring and
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 134
compliance of the discharge of effluents. We also
analyze parameters such as organic materials,
organochlorine compounds and ecotoxicity.
In 2021, we noted a removal level of up to 99%
of polluting content when we assessed the
Biochemical Oxygen Demand (BOD).
TOTAL VOLUME OF WATER DISPOSED, BY SOURCE* (ML)¹ GRI 303-4
Source
2019
2020
2021
Surface water
5,296.76
50,151.33
51,010.41
Municipal collection system
Ground
Total
110.19
246.85
131.07
173.51
11.53
14.89
5,653.80
50,455.91
51,036.83
• BRF One Pet data has not been included.
1 In 2021, around 15,000ML os water was disposed of at units presenting a medium-high
level of vulnerability, considering that some of them have water reuse systems installed. The
majority of these units are located in the South of Brazil.
GRI 103-2, 103-3 | 304
Biodiversity
The preservation of biodiversity forms an integral
part of our management throughout the value
chain and the commitments assumed in the
BRF Sustainability Plan. Amongst the highlights,
the commitment to ensure the traceability of
100% of the grains acquired in the Amazon and
Cerrado regions, tied to the target of achieving
Net Zero by 2040, contributes directly to the
reduction of deforestation in our chain and,
consequently to , the preservation of the
biodiversity.
In 2021, one notable advance on this front
was the publication of the Sustainable Grain
Purchasing Policy, that provides the directives
used in the management and monitoring of
our grain suppliers. Amongst these is the non-
origination of legally or illegally deforested areas
in the Amazon biome, as of July 2008. In addition
to this, we do not source grains from areas
overlapping onto fully protected conservation
units designed to conserve local biodiversity.
In relation to management practices, we carry
out a process of environmental due diligence on
both our new partners and our new operations,
in order to ensure responsible activities with
the ecosystems. Furthermore, the fortnightly
monitoring of socio-environmental public lists,
such as Ibama’s List of Embargoes and the Black
List of Slave Labor, aims to ensure that our
business partners meet all the legal requirements
of the most important socio-environmental
legislation, including that designed to prevent
damage to the biodiversity.
Within this context, any irregularities found are
analyzed together with the supplier in order to
address as a means of remedying the situation or
possible dissolution of the contract.
100% of the water used for
the processing of our foods
is treated
REFORESTATION IN TURKEY
In line with our commitments, in 2021, we initiated the “Banvit
Forest” reforestation project in Turkey, under the banner of our
Banvit brand. In partnership with the local NGO ‘ÇEKÜL’ and
with support from the BRF Institute, we planted 20,000 pine
trees in the region of Bandirma.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 135
5.
GRI
IN THIS CHAPTER:
• GRI Content Index
• Material topics
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 136
Sustainable
Development
Goals
Summary of the GRI content102-55
GRI STANDARDS
Contents
Page/URL
Omission
GENERAL DISCLOSURES
GRI 101: Foundation 2016
GRI 101 has no content
Organizational Profile
102-1 Name of the organization
102-2 Activities, brands, products and services
102-3 Location of headquarters
GRI 102: General disclosures 2016
102-4 Location of operations
17
17*
17
14
102-5 Ownership and legal form
Publicly-traded company
102-6 Markets served
102-7 Scale of the organization
17
17
* BRF does not sell prohibited products or provide prohibited. services.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI STANDARDS
Contents
GRI 102: General disclosures 2016
Strategy
GRI 102: General disclosures 2016
Ethics and Integrity
GRI 102: General disclosures 2016
102-8 Information on employees and other
workers
102-9 Supply chain
102-10 Significant changes to the organization and
its supply chain
102-11 Precautionary principle or approach
102-12 External initiatives
102-13 Membership of associations
102-14 Statement from senior decision-maker
102-15 Key impacts, risks, and opportunities
102-16 Values, principles, standards and norms of
behavior
102-17 Mechanisms for advice and concerns about
ethics
Page/URL
82, 83, 84
97
17, 40
29
59
59
9
9
23, 19
23
Omission
137
Sustainable
Development
Goals
8, 10
16
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI STANDARDS
Contents
Page/URL
Omission
Governance
GRI 102: General disclosures 2016
Stakeholder engagement
102-18 Governance structure
102-30 Effectiveness of risk management
processes
102-33 Communicating critical concerns
102-34 Nature and total number of critical
concerns
102-40 List of stakeholder groups
22
29
29
29
4
GRI 102: General disclosures 2016
102-41 Collective bargaining agreements
In Brazil, Vienna and Chile, 100% of the
employees are covered by collective
bargaining agreements and represented
by workers’ unions. In the other
countries where BRF operates, the
majority of them in the Middle East and
Asia, there is no collective bargaining
in place due to the local culture and/or
legislation.
102-42 Identifying and selecting stakeholders
4
102-43 Approach to stakeholder engagement
4, 19, 81, 109, 112
102-44 Key topics and concerns raised
4, 5, 6, 7, 8
138
Sustainable
Development
Goals
8
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 139
Sustainable
Development
Goals
GRI STANDARDS
Contents
Page/URL
Omission
Reporting practices
GRI 102: General disclosures 2016
102-45 Entities included in the consolidated
financial statements
102-46 Defining report content and topic
Boundaries
3
3, 4, 5, 6, 7, 8
102-47 List of material topics
4, 5
102-48 Restatements of information
Amendments to information are to be
found in the footnotes of the report.
102-49 Changes in reporting
102-50 Reporting period
102-51 Date of most recent report
102-52 Reporting cycle
102-53 Contact point for questions regarding the
report
4
4
2020.
Annual.
4
102-54 Claims of reporting in accordance with the
GRI Standards
This report was prepared in accordance
with the GRI Standards “Core” option.
102-55 GRI content index
102-56 External assurance
136
3
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 140
Sustainable
Development
Goals
8, 9
13
GRI STANDARDS
Contents
Page/URL
Omission
MATERIAL TOPICS
Economic performance
103-1 Explanation of the material topic and its
Boundary
4, 5, 6, 7, 8
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-3 Evaluation of the management approach
201-1 Direct economic value generated and
distributed
201-2 Financial implications and other risks and
opportunities due to climate change
GRI 201: Economic performance
2016
201-3 Defined benefit plan obligations
and other retirement plans
25, 62
62
65
34, 127
85
201-4 - Financial assistance received from
government
The total sum of the investment grants
received by BRF in Brazil was:
2021: R$ 147 million
2020: R$ 154 million
2019: R$ 188 million.
Indirect economic impacts
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
4, 5, 6, 7, 8
25, 106, 107
103-3 Evaluation of the management approach
106, 107
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI STANDARDS
Contents
Page/URL
Omission
GRI 203: Indirect economic impacts
2016
Procurement practices
203-1 Infrastructure investments and services
supported
203-2 Significant indirect economic impacts
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
GRI 204: Procurement practices
2016
Anti-corruption
103-3 Evaluation of the management approach
204-1 Proportion of spending on local suppliers
GRI 103: Management Approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
GRI 205: Anti-corruption 2016
103-3 Evaluation of the management approach
205-1 Operations assessed for risks related to
corruption
205-2 Communication and training about anti-
corruption policies and procedures
205-3 Confirmed incidents of corruption and
actions taken
105
109
4, 5, 6, 7, 8
25, 97
97
97
4, 5, 6, 7, 8
23, 25
23
23, 24
162
24
141
Sustainable
Development
Goals
5, 9, 11
1, 3, 8
8
16
16
16
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI STANDARDS
Contents
Page/URL
Omission
Anti-competitive Behavior
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
103-3 Evaluation of the management approach
GRI 206: Anti-competitive behavior
2016
206-1 Legal actions for anti-competitive behavior,
anti-trust, and monopoly practices
Taxes
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
GRI 207: Tax 2020
Materials
103-3 Evaluation of the management approach
207-1 Approach to tax
207-2 Tax governance, control and risk
management
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
103-3 Evaluation of the management approach
4, 5, 6, 7, 8
23, 25
25
23
4, 5, 6, 7, 8
25, 37
37
37
37
4, 5, 6, 7, 8
25, 124
124
142
Sustainable
Development
Goals
16
1, 10, 17
1, 10, 17
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI STANDARDS
Contents
Page/URL
Omission
In accordance with legislation, the use of
primary or secondary packaging manufactured
from recycled materials is prohibited.
GRI 301: Materials 2016
Energy
301-1 Materials used by weight or volume
301-3 Reclaimed products and their packaging
materials
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
103-3 Evaluation of the management approach
302-1 Energy consumption within the organization
302-2 Energy consumption outside of the
organization
302-3 Energy intensity
302-4 Reduction of energy consumption
GRI 302: Energy 2016
Water and Effluents
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
103-3 Evaluation of the management approach
124
124
4, 5, 6, 7, 8
25, 129
25, 129
130, 131
131
131
130
4, 5, 6, 7, 8
25, 132
132
143
Sustainable
Development
Goals
8, 12
8, 12
7, 8, 12, 13
7, 8, 12, 13
7, 8, 12, 13
7, 8, 12, 13
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI STANDARDS
Contents
Page/URL
Omission
303-1 Interactions with water as a shared resource
303-2 Management of water discharge-related
impacts
303-3 Water withdrawal
303-4 Water discharge
303-5 Water consumption
GRI 303: Water and effluents 2019
Biodiversity
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
103-3 Evaluation of the management approach
132
133
132, 133
134
132, 133
4, 5, 6, 7, 8
25, 134
134
GRI 304: Biodiversity 2016
304-1 Operational sites owned, leased, managed
in, or adjacent to, protected areas and areas of
high biodiversity value outside protected areas
BRF’s forest assets designed and
intended for energy production cover
28,900 hectares of productive area
spread across 8 states and 192 farms,
including the company’s own farms (100)
and leased farms (92). Of this total area,
89% is planted with species belonging to
the Eucalyptus genus, 1.5% to the Pine
genus, and 0.3% to others (Araucária,
Bamboo, Mimosa), whilst 9.2% is
open area awaiting the next planting
cycle. Of the 192 farms, 41 lie within 10
km of a Conservation Unit (CU). Mais
informaçoes, na página 165.
144
Sustainable
Development
Goals
6, 12
6
6, 8, 12
6
6
6, 14, 15
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI STANDARDS
Contents
Page/URL
Omission
Emissions
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
103-3 Evaluation of the management approach
305-1 Direct (Scope 1) GHG emissions
305-2 Energy indirect (Scope 2) GHG emissions
305-3 Other indirect (Scope 3) GHG emissions
305-4 GHG emissions intensity
305-5 Reduction of GHG emissions
305-6 Emissions of ozone depleting substances
(ODS)
GRI 305: Emissions 2016
4, 5, 6, 7, 8
25, 127
127
128
128
128
127, 128
127.128
BRF does not produce, import or export
SDO. Some refrigeration gases, not
included in the Kyoto protocol but that
are classified as SDO, are used by BRF
for maintenance of the commercial
refrigeration and air-conditioning
systems. In this case, the total acquired
in 2021 was 1,430 kg CFC-11.
305-7 Nitrogen oxides (NOX), sulfur oxides (SOX),
and other significant air emissions
170
145
Sustainable
Development
Goals
3, 12, 13, 14, 15
3, 12, 13, 14, 15
3, 12, 13, 14, 15
13, 14, 15
13, 14, 15
3, 12
3, 12, 14, 15
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI STANDARDS
Contents
Page/URL
Omission
Waste
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
4, 5, 6, 7, 8
25, 122
103-3 Evaluation of the management approach
306-1 Waste generation and significant waste-
related impacts
306-2 Management of significant waste-related
impacts
GRI 306: Waste
306-3 Waste generated
306-4 Waste diverted from disposal
306-5 Waste directed to disposal
122
122
122
123
123
BRF does not nominally disclose information
on waste generated by type of residue, since
this concerns strategic information that
reveals details of the operations. The amounts
of hazardous and non-hazardous waste
are presented in the indicators by type of
destination and recovery operation.
146
Sustainable
Development
Goals
3, 6, 11, 12
3, 6, 11, 12
3, 6, 12, 14, 15
3, 11, 12
3, 6, 11, 12, 14, 15
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI STANDARDS
Contents
Page/URL
Omission
Environmental compliance
103-1 Explanation of the material topic and its
Boundary
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-3 Evaluation of the management approach
GRI 307: Environmental
compliance 2016
307-1 Noncompliance with environmental laws
and regulations
Supplier environmental assessment
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
GRI 308: Supplier environmental
assessment 2016
103-3 Evaluation of the management approach
308-1 New suppliers that were screened using
environmental criteria
308-2 Negative environmental impacts in the
supply chain and actions taken
4, 5, 6, 7, 8
25, 74, 121
74, 121
122
4, 5, 6, 7, 8
25, 97
37
97, 99
97, 104
147
Sustainable
Development
Goals
16
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI STANDARDS
Contents
Page/URL
Omission
Employment
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
103-3 Evaluation of the management approach
401-1 New employee hires and employee turnover
4, 5, 6, 7, 8
25, 82
82
171
GRI 401: 2016 employment
401-2 Benefits provided to full-time employees
that are not provided to temporary or part-time
employees
More than 92% of the BRF workforce are
employed in Brazil, and all employees
are offered the following benefits: life
insurance, health care plan, disability
aid, parental leave, pharmacy assistance,
dental plan, Support program, tele-
medicine services and health club
agreement. For full time employees,
another two benefits are offered: a
pension plan and a share acquisition
plan.
401-3 Parental leave
174
148
Sustainable
Development
Goals
5, 8, 10
3, 5, 8
5, 8
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI STANDARDS
Contents
Page/URL
Omission
Occupational Health & Safety
103-1 Explanation of the material topic and its
Boundary
4, 5, 6, 7, 8
GRI 103: Management approach
2016
103-2 The management approach and its
components
GRI 403: Occupational health and
safety 2019
103-3 Evaluation of the management approach
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 on occupational health and safety
403-5 Worker training on occupational health and
safety
403-6 Promotion of worker health
25, 90
90
90
90, 92
90, 93
90
92
93
149
Sustainable
Development
Goals
8
3, 8
3, 8
8, 16
8
3
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI STANDARDS
Contents
Page/URL
Omission
403-7 Prevention and mitigation of occupational
health and safety impacts directly linked by
business relationships
403-8 Workers covered by an occupational health
and safety management system
GRI 403: Occupational health and
safety 2019
403-9 Work-related injuries
403-10 Work-related ill health
BRF maintains commercial relations
with suppliers that have been ratified in
accordance with corporate regulations,
with a reputational analysis and
compliance with labor commitments
with their collaborators. The agreement
signed between the parties contains
clauses relating to the maintenance of
workers’ health and safety.
90, 175
90, 91, 176
Over the last three years, there have
been no employee deaths as a result
of professional illnesses. In 2019, there
were 142 cases of professional illnesses,
followed by 198 cases in 2020. In 2021,
295 cases were recorded, with the
principal causes of these illnesses being
attrition (26 cases), undue strain (48),
slipping (82) and exposure to noise (25).
At present, BRF does not monitor work-
related illnesses amongst outsourced
workers.
150
Sustainable
Development
Goals
8
8
3, 8, 16
3, 8, 16
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI STANDARDS
Contents
Page/URL
Omission
Training and education
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
4, 5, 6, 7, 8
25, 86
86
86
86
103-3 Evaluation of the management approach
404-1 Average hours of training per year per
employee
404-2 Programs for upgrading employee skills and
transition
assistance programs
404-3 Percentage of employees receiving regular
performance and career development reviews
87, 177
GRI 404: Training and education
2016
Diversity and equal opportunity
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
103-3 Evaluation of the management approach
4, 5, 6, 7, 8
25, 88
88
151
Sustainable
Development
Goals
4, 5, 8, 10
8
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT
GRI STANDARDS
Contents
Page/URL
Omission
GRI 405: Diversity and equal
opportunity 2016
Child labor
405-1 Diversity of governance bodies and
employees
405-2 Ratio of basic salary and remuneration of
women to men
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
GRI 408: Child labor 2016
Forced or compulsory labor
103-3 Evaluation of the management approach
408-1 Operations and suppliers at significant risk
for incidents of child labor
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
103-3 Evaluation of the management approach
GRI 409: Forced or compulsory
labor 2016
409-1 Operations and suppliers at significant risk
for incidents of forced or compulsory labor
88, 178
88, 182
4, 5, 6, 7, 8
25, 95, 97
95, 97
95
4, 5, 6, 7, 8
25, 95, 97
95, 97
95, 97
152
Sustainable
Development
Goals
5, 8
5, 8, 10
8, 16
8
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI STANDARDS
Contents
Page/URL
Omission
Human rights assessment
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
4, 5, 6, 7, 8
25, 95, 97
103-3 Evaluation of the management approach
95, 97
412-1 Operations that have been subject to human
rights reviews or impact assessments
95, 96, 97
GRI 412: Human rights assessment
2016
412-2 Employee training on human rights policies
or procedures
412-3 Significant investment agreements and
contracts that include human rights clauses or that
underwent human rights screening
Local communities
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
GRI 413: Local communities 2016
103-3 Evaluation of the management approach
413-1 Operations with local community
engagement, impact assessments, and
development programs
413-2 Operations with significant actual and
potential negative impacts on local communities
96
96
4, 5, 6, 7, 8
25, 105
105
109
109
153
Sustainable
Development
Goals
1, 2
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI STANDARDS
Contents
Page/URL
Omission
4, 5, 6, 7, 8
25, 97
97
97, 99
Social assessment of suppliers
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
GRI 414: Social assessment of
suppliers 2016
Political contributions
103-3 Evaluation of the management approach
414-1 New suppliers that were screened using
social criteria
414-2 Negative social impacts in the supply chain
and actions taken
99, 101, 104
103-1 Explanation of the material topic and its
Boundary
4, 5, 6, 7, 8
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-3 Evaluation of the management approach
GRI 415: Public policy 2016
415-1 Political contributions
Customer health and safety
25
25
25
154
Sustainable
Development
Goals
5, 8, 16
5, 8, 16
16
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT Omission
GRI STANDARDS
Contents
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
103-3 Evaluation of the management approach
416-1 Assessment of the health and safety impacts
of product and service categories
Page/URL
4, 5, 6, 7, 8
25, 74, 76
74, 76
76
GRI 416: Customer health and
safety 2016
416-2 2 Incidents of noncompliance concerning
the health and safety impacts of products and
services
In 2020, BRF recorded 20 cases of
noncompliance resulting in fines
or penalties. In 2021, 39 cases were
recorded.
Food Processing Sector Disclosures
- Customer health and safety
FP5 - Percentage of production volume
manufactured in sites certified by an
independent third party according to
internationally recognized food safety
management system standards.
78
155
Sustainable
Development
Goals
16
3
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI STANDARDS
Contents
Page/URL
Omission
Food Processing Sector Disclosures
- Customer health and safety
FP6 Percentage of total sales volume of
consumer products, by product category, that
are lower in saturated fat, trans fats, sodium and
added sugars
FP7 Percentage of total sales volume of
consumer products, by product category, that
contain increased nutritious ingredients like
fiber, vitamins, minerals, phytochemicals or
functional food additives
Over the last year, there were no
specific launches of products with
low levels of saturated or trans fats,
sodium or added sugars, or addition of
nutrients. However, we have continued
working in categories presenting
opportunities for improvement in
formulation, in order to meet labeling
regulations, and monitoring consumer
trends through the Sadia Livre&Lev
lines, with products that are free of
additives and which contain natural
ingredients, and the Veg&Tal line,
with a portfolio developed around
a vegetable base, as reported in the
Nutrition and Healthiness topic.
Over the last year, there were no
specific launches of products with
low levels of saturated or trans fats,
sodium or added sugars, or addition of
nutrients. However, we have continued
working in categories presenting
opportunities for improvement in
formulation, in order to meet labeling
regulations, and monitoring consumer
trends through the Sadia Livre&Lev
lines, with products that are free of
additives and which contain natural
ingredients, and the Veg&Tal line,
with a portfolio developed around
a vegetable base, as reported in the
Nutrition and Healthiness topic.
156
Sustainable
Development
Goals
2
2
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI STANDARDS
Contents
Page/URL
Omission
Marketing and labeling
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
103-3 Evaluation of the management approach
417-1 Requirements for product and service
information and labeling
417-2 Incidents of noncompliance concerning
product and service
information and labeling
417-3 Incidents of noncompliance concerning
marketing communications
GRI 417: Marketing and labeling
2016
Customer privacy
4, 5, 6, 7, 8
25, 74, 79
74, 79
79
In 2020, there were 13 cases of non-
compliance in relation to labeling and six
cases in 2021.
In 2019, just one case of non-compliance
was identified by the Self-regulation
Board. In 2020, there were two cases
of non-compliance that led to fines,
and two cases of non-compliance with
voluntary codes. In 2021, no cases of
non-compliance were identified.
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
103-3 Evaluation of the management approach
4, 5, 6, 7, 8
25, 37
37
157
Sustainable
Development
Goals
12
16
16
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT
GRI STANDARDS
Contents
Page/URL
Omission
GRI 418: Customer Privacy 2016
Socioeconomic compliance
418-1 Substantiated complaints concerning
breaches of customer privacy and losses of
customer data
In 2021, seven cases of complains
relating to violations of customer privacy
were received from external parties and
verified by the company.
GRI 103: Management approach
2016
103-2 The management approach and its
components
103-1 Explanation of the material topic and its
Boundary
103-3 Evaluation of the management approach
4, 5, 6, 7, 8
25, 74
74
GRI 419: Socioeconomic
compliance 2016
419-1 Noncompliance with laws and regulations in
the social and economic area
BRF considers a significant fine to be
one in a sum greater than R$150,000. In
2021, a total sum of R$ 657,000 was paid
in relation to notifications of a socio-
economic nature, with only one of these
being classified as significant, with this
concerning a notification in the sphere of
labor legislation.
HEALTHY AND ACCESSIBLE FOOD
Animal welfare
Food Processing Sector Disclosures
- Animal welfare
FP10 Policies and practices, by species and breed
type, related to physical alterations and the use of
anesthetic
FP11 Percentage and total of animals raised and/
or processed, by species and breed type, per
housing type
110
110
158
Sustainable
Development
Goals
16
16
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT GRI STANDARDS
Contents
Page/URL
Omission
Food Processing Sector Disclosures
- Animal welfare
FP12 Policies and practices on antibiotic, anti-
inflammatory, hormone, and/or growth promotion
treatments, by species and breed type
110, 120
159
Sustainable
Development
Goals
2
Food Processing Sector Disclosures
- Animal welfare
FP13 Total number of incidents of significant
non-compliance with laws and regulations, and
adherence with voluntary standards related to
transportation, handling, and slaughter practices
for live terrestrial and aquatic animals
In 2021, fines totaling the sum of
R$ 687,852.83 were received, these
relating to laws and regulations
and adherence to voluntary norms
concerning animal transportation,
handling and slaughter practices.
The instances of non-compliance
were monitored by animal welfare
officials at each notified unit,
together with the Company’s
operations, sustainability and legal
teams. Action plans were developed
to be able to correct the instances
of non-compliance and absolutely
all of the defenses developed by
the attorneys were validated by
the animal welfare team. As good
practice, the actions identified
as opportunities for systematic
improvement of the process were
replicated for all the other units that
work with the species that led to the
assessment notice.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 160
SUSTAINABLE DEVELOPMENT GOALS
9. Industry, innovation and infrastructure
1. No poverty
2. Zero hunger
10. Reduced inequalities
11. Sustainable cities and communities
3. Good Health and Well-Being
12. Responsible consumption and production
4. Quality education
5. Gender equality
13. Climate action
14. Life below water
6. Clean water and sanitation
15. Life on land
7. Affordable and clean energy
16. Peace, justice and strong institutions
8. Decent work and economic growth
17. Partnerships for the goals
TCFD INFORMATION
The TCFD (Task Force on Climate Related
Financial Disclosures) is a task force aiming
to drive and standardize the disclosure of
financial information regarding climate
change, in the pillars of governance, risk
management, strategy, and metrics and
measurements. Over the course of this
report, the TCFD signaling has accompanied
certain pieces of information showing
their adherence to the recommendations
made by the protocol, which is one of
BRF’s primary efforts in disseminating its
information referencing the methodologies
and frameworks recognized in the market.
At this time, we do not intend to fully
cover all the recommendations made
by the TCFD, but rather to demonstrate
the ongoing effort being made by the
organization to meet best reporting
practices and pursue methodologies aimed
at driving them forward.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 161
6.
ANNEXES
IN THIS CHAPTER:
• GRI supplement
• SASB Indicators
• Assurance Letter
• Corporate information and credits
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 162
GRI supplement
GRI 205-2. COMMUNICATION AND TRAINING ON ANTI-CORRUPTION POLICIES AND PROCEDURES
MEMBERS OF THE GOVERNANCE BODY COMMUNICATED WITH AND WHO RECEIVED INSTRUCTION ON ANTI-CORRUPTION
POLICIES AND PROCEDURES, BY REGION
Region¹
Members of
the governance
organ
Brazil
number
%
2019
2020
2021
Communicated
Instructed
Communicated
Instructed
Communicated
Instructed
10
10
16
16
16
16
100%
100%
100%
100%
100%
100%
1 Not applicable to the international market. The members of BRF’s governance organ are based in Brazil, where the Company's
head offices are located.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 163
EMPLOYEES COMMUNICATED WITH AND WHO RECEIVED INSTRUCTION ON ANTI-CORRUPTION POLICIES AND PROCEDURES,
BY EMPLOYMENT CATEGORY
Categories
Employees
2019
2020
2021
Communicated
Instructed
Communicated
Instructed
Communicated
Instructed
Senior Management
Middle
Management
Supervisors and
coordinators
Administrative Staff
Operations and
sales
TOTAL
number
%
number
%
number
%
number
%
number
%
number
%
74
100%
547
100%
2706
100%
18,122
100%
66,380
100%
87,829
100%
74
100%
547
100%
2,695
99.6%
17,997
99.3%
66,380
100%
87,645
99.8%
76
100%
608
100%
2,919
100%
18,146
100%
71,058
100%
92,807
100%
76
100%
608
100%
2,919
100%
18,146
100%
71,058
100%
92,807
100%
77
100%
657
100%
3,041
100%
16,706
100%
68,596
100%
89,077
100%
77
100%
657
100%
3,041
100%
16,706
100%
68,596
100%
89,077
100%
1 Employees hired through until 30-Nov-2021.2 Only active employees.3 Not including employees on leave or with formal justification within the directives
stipulated by HR for registration in the system.
As well as employees, 100% of the trainees (1,390) and
100% of the apprentices (370) were communicated
with and trained in anti-corruption policies.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 164
BUSINESS PARTNERS COMMUNICATED WITH AND WHO RECEIVED INSTRUCTION ON ANTI-CORRUPTION POLICIES AND PROCEDURES,
BY REGION
Region
Africa
Asia
Europe
Latam (except
Brazil)
Brazil
Mena
TOTAL
Business part-
ners
2019
2020
2021
Communicated
Instructed
Communicated
Instructed
Communicated
Instructed
number
%
number
%
number
%
number
%
number
%
number
%
number
%
0
0%
0
0%
0
0%
0
0%
30,232
100%
0
0%
30,232
95.1%
0
0%
0
0%
0
0%
0
0%
0
0%
0
0%
0
0%
19
100%
22
100%
642
100%
39
100%
26,865
100%
926
100%
28,513
100%
0
0%
0
0%
0
0%
0
0%
1,030
3.83%
0
0%
1,030
3.61%
0
0%
8
32%
26
0
0%
8
32%
26
1.48%
1.48%
0
0%
0
0%
4,067
4,067
11.58%
11.58%
3,843
26%
3,926
3,843
26%
3,926
10.38%
10.38%
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 165
OPERATIONAL SITES OWNED, LEASED, MANAGED IN, OR ADJACENT TO, PROTECTED AREAS
AND AREAS OF HIGH BIODIVERSITY VALUE OUTSIDE PROTECTED AREAS GRI 304-11
Unit identification2
Location (State)
Type of property
Area (ha)
Distance from
closest (CU) (up
to 10km)
Environmental protection benefits provided by the area
1
2
3
4
5
6
7
8
Paraná (Brazil)
Proprietary
Paraná (Brazil)
Proprietary
1.15
73.1
Paraná (Brazil)
Leased farms
336.59
Paraná (Brazil)
Leased farms
103.89
Paraná (Brazil)
Leased farms
41.22
Paraná (Brazil)
Leased farms
112.47
Santa Catarina (Brazil)
Proprietary
135.28
5.7
3.56
0
5.62
4.88
0
8.3
Santa Catarina (Brazil)
Proprietary
292.17
9
Conserves a stretch of General Fields, which form a unique ecosystem
that alternatively contains araucaria pines, gallery forests and rocky
outcrops, as well as areas of natural beauty such as canyons and
archaeological and pre-historic remnants.
Multiple sustainable use of the forest resources and scientific research,
with an emphasis on methods for sustainable exploration of native forests
To promote the conservation of significant remains of the Mixed
Ombrophylous Forest in the west of the state of Santa Catarina,
experimentation and forest management, generation of knowledge,
environmental education and the multiple sustainable use of natural
resources.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT Unit identification2
Location (State)
Type of property
Area (ha)
Distance from
closest (CU) (up
to 10km)
Environmental protection benefits provided by the area
166
9
10
11
12
13
14
15
16
17
18
19
20
21
Santa Catarina (Brazil)
Proprietary
Rio Grande do Sul (Brazil)
Proprietary
Santa Catarina (Brazil)
Proprietary
49.5
363.9
26.65
Santa Catarina (Brazil)
Proprietary
167.99
Santa Catarina (Brazil)
Proprietary
Santa Catarina (Brazil)
Proprietary
Santa Catarina (Brazil)
Proprietary
Santa Catarina (Brazil)
Proprietary
Santa Catarina (Brazil)
Proprietary
Santa Catarina (Brazil)
Proprietary
Santa Catarina (Brazil)
Proprietary
Santa Catarina (Brazil)
Leased farms
Santa Catarina (Brazil)
Leased farms
36.6
8.46
10.38
10.02
42.42
91.94
40.42
32.61
128.4
2
6.8
2.9
5
5.8
7.5
0.4
4.3
0.2
1
5
9.8
3.9
To promote the conservation of significant remains of the Mixed
Ombrophylous Forest in the west of the state of Santa Catarina,
experimentation and forest management, generation of knowledge,
environmental education and the multiple sustainable use of natural
resources.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT Unit identification2
Location (State)
Type of property
Area (ha)
Distance from
closest (CU) (up
to 10km)
2.9
5.8
6.8
Rio Grande do Sul (Brazil)
Proprietary
30.34
Santa Catarina (Brazil)
Leased farms
Santa Catarina (Brazil)
Leased farms
14.77
40.09
Paraná (Brazil)
Proprietary
4.28
3.79
Santa Catarina (Brazil)
Proprietary
40.11
Santa Catarina (Brazil)
Leased farms
50.06
Santa Catarina (Brazil)
Leased farms
19.04
5.9
6.8
3.8
22
23
24
25
26
27
28
167
Environmental protection benefits provided by the area
To promote the conservation of significant remains of the Mixed
Ombrophylous Forest in the north of the state in Rio Grande do Sul
state and associated environments (steppe) experimentation and forest
management, generation of knowledge, environmental education and
the multiple sustainable use of natural resources.
To protect representative samples of diverse biological communities
characteristic of the Park’s ecosystem, especially the Forest containing
Araucária and rock vegetation, and protect the key natural processes for
the continued existence and evolution of these communities, principally
the process of succession.
Full protection of a portion of the Mixed Ombrophylous Forest, of fauna
representing the region, the hydro-resources and other protected
environmental resources, as well as their surroundings.
To conserve remnants of the Decidual Seasonal Forest, as compensation
for the environmental impacts generated by the Itá Hydroelectric Power
Station, on the Uruguay River.
'The purpose is to protect the biodiversity of the Mixed Ombrophylous
Forest (Araucaria Forest), formed by araucaria (Araucaria angustifolia),
tree fern (Dicksoniasellowiana), embuia (Ocotea porosa), cedar
(Cedrelafissilis) and other tree species. It serves as a home for different
species of fauna, ranging from cervids (Mazama sp.) to big cats,
amongst which are the margay (Leopardus wiedii), jaguarundi (Puma
yagouaroundi) and puma (Puma concolor). Species that forms part of an
lush landscape, made up of rocky cliffs and canyons, where cactus, such
as the leaf cactus (Notocactus linkii), predominate.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 168
Unit identification2
Location (State)
Type of property
Area (ha)
Distance from
closest (CU) (up
to 10km)
Environmental protection benefits provided by the area
29
30
31
32
33
Santa Catarina (Brazil)
Proprietary
34.46
9.36
Santa Catarina (Brazil)
Proprietary
483.35
Paraná (Brazil)
Proprietary
16.95
Mato Grosso do Sul (Brazil)
Proprietary
6.66
4.5
6.3
8
Pernambuco (Brazil)
Leased farms
230.07
9.8
34
Pernambuco (Brazil)
Proprietary
28.45
7.3
To guarantee the conservation of important remnants of the Araucária
Forest, a vegetation native to the Atlantic Rainforest that is highly
threatened by anthropic activity and extremely under-represented in the
National System of Conservation Units (SNUC).
To protect one of the most significant remnants of the Atlantic Rainforest
in South America, the stage for the Iguaçu River waterfalls and home to
important species within Brazil’s biodiversity.
To preserve the deep base area of the Paragem River, which contains its
remaining native Seasonal Semi-Deciduous Forest vegetation, that cloaks
almost the entire region in red ‘Grande Dourado’ flowers and covers
around 19 hectares.
Conservation of the vegetation of the Seasonal Semi-Deciduous Forest
where the threatened Paubrasilia echinata (pau-brasil) tree species is
to be found, along with other Atlantic biome species in the North-East
region of Brazil, including some members of the Pernambuco Endemism
Center. It should be stressed that this region is considered to be one of
the most threatened areas of the Brazilian Atlantic Rainforest, containing
various species considered to be at high risk of extinction.
To preserve a sanctuary for large birds and certain medium-sized
mammals. The area may, therefore, function as an ecological micro-
corridor between forest systems for these species. Includes the wishes
of the community residing in the São Lourenço da Mata region to
preserve the Atlantic Rainforest reserves in the State of Pernambuco,
allowing activities such as scientific research, environmental education,
ecotourism and public visits to take place.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 169
Unit identification2
Location (State)
Type of property
Area (ha)
Distance from
closest (CU) (up
to 10km)
Environmental protection benefits provided by the area
35
36
37
38
39
40
41
Paraná (Brazil)
Leased farms
Paraná (Brazil)
Leased farms
Paraná (Brazil)
Leased farms
Rio Grande do Sul (Brazil)
Leased farms
20.17
57.92
4.01
47.98
Paraná (Brazil)
Leased farms
101.21
Paraná (Brazil)
Leased farms
177.42
Paraná (Brazil)
Leased farms
82.94
4.55
5.2
4.2
6.1
8.87
2.55
8.29
Preservation of the Mixed Ombrophylous Forest or Araucária Forest,
hydro-resources, especially waterfalls, the sources and natural springs,
as well as the integration between the First and Second Plateaus of
Paraná, through the Corridor of Biodiversity that allows the gene flow
and transit of wild fauna and the safeguarding of the nesting points and
reproduction of bird life.
To protect the environmental resources and conservation of the
biological diversity.
To protect the last natural remnants of the region that it forms a part,
thus preserving all the local biodiversity and guaranteeing generation of
the ecosystemic services - direct and indirect benefits that the whole of
society receives from the natural environment.
1 None of the Conservation Units (Cus) appear in the IUCN System of the Management Categories of Environmental Protection Areas or in the database of the Ramsar Convention On the other hand, all of the CUs were
created in response to Law n° 9,985, dated July 18, 2000, that instituted the National System of Nature Conservation Units.
2 All are BRF operational sites.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 170
GRI 305-7. SIGNIFICANT AIR EMISSIONS
SIGNIFICANT AIR EMISSIONS (TON.)¹ GRI 305-7
SOx
NOx
Persistent Organic Pollutants (POP)
Volatile Organic Compounds (COV)
Hazardous Air Pollutants (HAP)
2019
2020
2021
1,345.26
1,872.96
1,962.7
262.61
208.62
284.05
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Particulate Matter (PM)
3,006.79
2,133.86
2,776.13
Carbon Monoxide
9,373.47
7,182.43
5,444.30
1 Data considers the emissions in Brazil, Kizad and Turkey. The
methodologies used to determine the data are based on the following
standards: Sampling: NBR 10700 - Planning of sampling in ducts and
stacks of stationary sources; NBR 10701- Determination of sampling
points in ducts and stacks of stationary sources; NBR 12020 - Gaseous
effluents in ducts and stacks of stationary sources - Calibration of
equipment used in stack sampling. Flow and Moisture Content: NBR
11967 - Gaseous effluents in ducts and stacks of stationary sources -
Determination of moisture content; NBR 10702 - Gaseous effluents in
ducts and stacks of stationary sources - Determination of molecular mass
on a dry basis; NBR 11966 - Effluents in ducts and stacks of stationary
sources - Determination of velocity and flow.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 171
GRI 401-1. NEW EMPLOYEE HIRES AND EMPLOYEE TURNOVER
EMPLOYEES HIRED, BY AGE GROUP
2019
Nr.
14,928
5,589
179
20,696
2019
Nr.
12,600
8,096
20,696
Rate
45%
11%
2%
22%
Rate
21%
23%
22%
2020
Nr.
18,942
8,695
219
27,856
2020
Nr.
14,801
13,055
27,856
Rate
52%
15%
2%
27%
Rate
24%
31%
27%
2021
Nr.
16,221
9,062
320
25,603
2021
Nr.
13,736
11,867
25,603
Rate
49%
16%
3%
26%
Rate
24%
29%
26%
Under 30
30 to 50
More than 50 years old
TOTAL
EMPLOYEES HIRED, BY GENDER
Men
Women
TOTAL
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 172
EMPLOYEES HIRED, BY REGION
2019
2020
2021
Asia
Africa
Europe
Latam (except Brazil)
Brazil
Mena (including Turkey)
TOTAL
Nr.
3
303
36
19
19,552
783
20,696
EMPLOYEES WHO LEFT THE COMPANY, BY AGE GROUP
Under 30
30 to 50
More than 50 years old
TOTAL
2019
Nr.
11,909
6,754
880
19,543
Rate
30%
201%
19%
43%
22%
12%
22%
Rate
36%
13%
9%
21%
Nr.
2
21
7
8
26,544
1,274
27,856
2020
Nr.
12,373
6,789
624
19,786
Rate
20%
35%
4%
17%
28%
18%
27%
Rate
34%
12%
7%
19%
Nr.
2
13
5
13
24,149
1,421
25,603
2021
Nr.
14,994
11,101
933
27,028
Rate
25%
21%
14%
26%
26%
20%
26%
Rate
45%
19%
10%
27%
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 173
EMPLOYEES WHO LEFT THE COMPANY, BY GENDER
Men
Women
TOTAL
2019
Nr.
12,079
7,464
19,543
Rate
20%
21%
21%
2020
Nr.
12,184
7,602
19,786
Rate
20%
18%
19%
2021
Nr.
15,912
11,116
27,028
EMPLOYEES WHO LEFT THE COMPANY, BY REGION
Asia
Africa
Europe
Latam (except Brazil)
Brazil
Mena (including Turkey)
TOTAL
2019
2020
2021
Nr.
1
496
463
155
17,882
546
19,543
Rate
10%
328%
245%
352%
20%
9%
21%
Nr.
2
13
11
4
19,063
693
19,786
Rate
20%
22%
6%
8%
20%
10%
19%
Nr.
4
11
7
10
25,608
1,388
27,028
Rate
28%
26%
27%
Rate
50%
18%
19%
20%
28%
20%
27%
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT PATERNITY AND MATERNITY LEAVES1
gender
2020
2021
174
GRI 401-3.
MATERNITY/PATERNITY LEAVE
Employees eligible for leave
Employees who take the leave in the current year with such leave
expected to end during the same current year
Employees who take the leave in the previous year with such leave
expected to end during the current year
Employees who take the leave in the current year with such leave
expected to end during following year
Total number of employees who take the leave during the current
year
Total number of employees who take the leave with the
expectation of returning during the current year
Total number of employees who did not return to work during the
period covered by the report following the end of the leave
1 The indicator includes apprentices, who have
the legal right to parental leave, as well as
trainees, to whom the organization grants the
benefit.
Rate of return
Rate of retention
men
women
men
women
men
women
men
women
men
women
men
women
men
women
men
women
men
women
60,310
42,098
2,364
1,211
69
845
6
602
2,370
1,813
2,433
2,056
-
-
100%
100%
84%
71%
58,556
43,248
2,111
1,076
75
845
72
1,033
2,183
2,109
2,186
1,921
-
1
100%
100%
80%
69%
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 175
GRI 403-8 (2018). WORKERS COVERED BY AN OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT SYSTEM
EMPLOYEES AND WORKERS COVERED BY AN OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT SYSTEM1
Total number of individuals
Individuals covered by an occupational health and safety management
system based upon legal requirements and/or recognized standards/
directives
Individuals covered by an occupational health and safety management
system based upon legal requirements and/or recognized standards/
directives, that has been audited internally.
Individuals covered by an occupational health and safety management
system based upon legal requirements and/or recognized standards/
directives, that has been audited or certified by an external party.
2019
2020
2021
94,755
102,872
102,251
87,536
94,967
94,461
92.4%
92.3%
92.4%
87,536
94,967
94,461
92.4%
92.3%
92.4%
87,536
94,967
94,461
92.4%
92.3%
92.4%
Nr.
Nr.
%
Nr.
%
Nr.
%
1 All permanent workers who are not BRF employees but who provide regular services at the company’s units (such as drivers, cleaning or restaurant
professionals, etc.) are covered by the health and safety management systems. There is still no global monitoring of this indicator.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 176
GRI 403-9 (2018). WORK-RELATED INJURIES
WORK-RELATED INJURIES – EMPLOYEES
WORK-RELATED INJURY – WORKERS WHO ARE NOT EMPLOYEES, BUT WHOSE WORK AND/
OR LOCATION OF WORK IS CONTROLLED BY THE ORGANIZATION
2019
2020
2021
2019
2020
2021
Number of hours worked
180,980,232.13
185,950,987.88
191,808,181.36
Number of hours worked
31,926,893.49
39,030,832.10
39,696,502.44
Number of fatalities as a result of
work-related injuries
Rate of fatalities as a result of work-
related injuries
Number of high-consequence work-
related injuries (excluding fatalities)
Rate of high-consequence work-
related injuries (excluding fatalities)
Number of recordable work-related
injuries (including fatalities)
1
0.01
214
1.18
2
0.01
234
1.26
0
0
149
0.78
1,754
1,845
1,287
Number of fatalities as a result of
work-related injuries
Rate of fatalities as a result of work-
related injuries
Number of high-consequence work-
related injuries (excluding fatalities)
Rate of high-consequence work-
related injuries (excluding fatalities)
Number of recordable work-related
injuries (including fatalities)
Rate of recordable work-related
injuries (including fatalities)
9.69
9.92
6.71
Rate of recordable work-related
injuries (including fatalities)
0
0
68
0
0
81
0
0
41
2.13
2.08
1.03
147
4.6
227
5.82
135
3.4
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 177
GRI 404-3. PERCENTAGE OF EMPLOYEES RECEIVING REGULAR PERFORMANCE AND CAREER DEVELOPMENT REVIEWS
EMPLOYEES RECEIVING PERFORMANCE REVIEWS BY EMPLOYMENT CATEGORY (%)
Senior Management
Middle Management
Supervisors and Coordinators
Administrative staff
2020
2021
Men
Women
Total
Men
Women
Total
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
Operational and sales
39.01%
17.62%
30.23%
48.67%
24.71%
38.81%
TOTAL
46.31%
27.33%
38.56%
55.15%
34.76%
46.71%
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 178
GRI 405-1. DIVERSITY OF GOVERNANCE BODIES AND EMPLOYEES
INDIVIDUALS WITHIN THE ORGANIZATION’S GOVERNANCE
ORGANS, BY GENDER (%)
INDIVIDUALS WITHIN THE ORGANIZATION’S GOVERNANCE ORGANS,
BY AGE GROUP (%)
2019
2020
2021
Members of the
governance organs
Men
90.91%
Women
Total
Men
Women
Total
Men
Women
Total
9.09%
100%
86.36%
13.64%
100%
81.82%
18.18%
100%
2019
2020
2021
Under 30
30 to 50
More than 50 years of age
Total
Under 30
30 to 50
More than 50 years of age
Total
Under 30
30 to 50
More than 50 years of age
Total
Members of the
governance organs
0%
27.27%
72.73%
100%
0%
28.57%
71.43%
100%
0%
27.27%
72.73%
100%
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 179
WORKFORCE BY EMPLOYEE CATEGORY AND GENDER (%)
2019
2020
2021
Men
Women
Men
Women
Men
Women
Senior Management
Middle Management
90.57%
9.43%
86.21%
13.79%
87.18%
12.82%
74.83%
25.17%
75.21%
24.79%
73.41%
26.59%
Supervisors and Coordinators
73.07%
26.93%
71.26%
28.74%
69.64%
30.36%
Administrative Staff
50.60%
49.40%
48.06%
51.94%
48.05%
51.95%
Operational and sales
61.64%
38.36%
59.36%
40.64%
58.16%
41.84%
TOTAL
61.02%
38.98%
58.77%
41.23%
57.72%
42.28%
WORKERS, BY EMPLOYEE CATEGORY AND GENDER (%)
Apprentices
Trainees
TOTAL
2019
2020
2021
Men
Women
Men
Women
Men
Women
46.30%
53.70%
4.52%
56.48%
45.58%
54.42%
44.51%
55.49%
44.08%
55.92%
43.99%
56.01%
45.82%
54.18%
43.94%
56.06%
45.24%
54.76%
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 180
EMPLOYEES BY EMPLOYMENT CATEGORY AND AGE GROUP (%)
2019
2020
2021
< 30
30 to 50
> 50 years
of age
< 30
30 to 50
> 50 years
of age
< 30
30 to 50
> 50 years
of age
Senior Management
0.00%
79.25%
20.75%
0.00%
79.31%
20.69%
0.00%
78.21%
21.79%
Middle Management
5.31%
85.91%
8.78%
2.33%
87.29%
10.38%
2.42%
88.67%
Supervisors and Coordinators
9.79%
81.89%
8.32%
11.71%
80.60%
7.69%
10.02%
83.31%
Administrative Staff
37.05%
57.41%
5.54%
38.13%
56.51%
5.36%
35.28%
60.48%
8.91%
6.67%
4.24%
Operational and sales
35.39%
53.54%
11.07%
36.24%
52.56%
11.20%
34.08%
55.60%
10.32%
TOTAL
34.80%
54.71%
10.49%
35.50%
53.94%
10.56%
33.21%
57.13%
9.66%
EMPLOYEES BY EMPLOYMENT CATEGORY AND AGE GROUP (%)
2019
2020
2021
< 30
30 to 50
> 50 years
of age
< 30
30 to 50
> 50 years
of age
< 30
30 to 50
> 50 years
of age
Apprentices
Trainees
TOTAL
100.00%
96.27%
0.00%
3.73%
0.00%
100.00%
0.00%
97.45%
0.00%
2.55%
0.00%
100.00%
0.00%
95.01%
0.00%
4.99%
0.00%
0.00%
99.00%
1.00%
0.00%
98.73
1.27%
0.00%
98.94%
1.06%
0.00%
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 181
BLACK EMPLOYEES (BLACK AND MIXED-RACE), BY EMPLOYMENT CATEGORY (%)
DISABLED EMPLOYEES, BY EMPLOYMENT CATEGORY (%)
2019
2020
2021
2019
2020
2021
Senior Management
Middle Management
9.43%
8.08%
8.62%
8.05%
6.41%
6.04%
Senior Management
Middle Management
Supervisors and Coordinators
14.53%
17.32%
16.11%
Supervisors and Coordinators
Administrative Staff
2.39%
2.36%
2.27%
Administrative Staff
Operational and sales
38.51%
40.97%
40.23%
Operational and sales
5.66%
1.85%
1.77%
0.20%
3.26%
5.17%
1.48%
1.86%
0.17%
3.01%
5.13%
1.21%
1.76%
0.20%
3.05%
TOTAL
36.11%
38.40%
37.58%
TOTAL
3.07%
2.84%
2.90%
BLACK EMPLOYEES (BLACK AND MIXED-RACE), BY EMPLOYMENT CATEGORY (%)1
DISABLED EMPLOYEES, BY EMPLOYMENT CATEGORY (%)1
2019
2020
2021
2019
2020
2021
Apprentices
Trainees
TOTAL
42.07%
125.27%
49.08%
Apprentices
19.80%
7.90%
27.89%
36.10%
37.55%
44.57%
Trainees
TOTAL
0.22%
0.00%
1.91%
0.00%
0.12%
0.00%
0.16%
0.48%
0.10%
1 The percentages informed include information on employees and workers in Brazil on the total
BRF workforce of employees and workers, meaning that the figures could be underestimated.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 182
GRI 405-2. RATIO OF BASIC SALARY AND REMUNERATION OF
WOMEN TO MEN
SASB Indicators
RATIO OF BASIC-SALARY AND REMUNERATION OF WOMEN TO MEN GROUPED
BY CATEGORY - BY EMPLOYMENT CATEGORY1
SASB FB-MP-000.A – NUMBER OF PROCESSING AND MANUFACTURING FACILITIES
2019
2020
2021
NUMBER OF PROCESSING AND MANUFACTURING FACILITIES
Senior Management
Middle Management
Supervisors and coordinators
Administrative Staff
Operations and sales
1.14
1.01
0.97
0.84
0.86
1.04
1.01
1.03
0.85
0.85
0.92
0.98
1.00
0.85
0.85
1 This indicator was calculated taking into account the average base-salaries of employees in
Brazil, with this figure representing 93% of BRF’s total number of employees globally.
2019
37
2020
37
2021
44
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 183
SASB FB-MP-000.B – ANIMAL PROTEIN PRODUCTION, BY CATEGORY; PERCENTAGE OUTSOURCED
ANIMAL PROTEIN PRODUCTION, BY CATEGORY; PERCENTAGE OUTSOURCED (TONS)
2019
2020
2021
chicken
turkey
pigs
chicken
turkey
pigs
chicken
turkey
pigs
Total production
2,394,950
939,593
70,751
2,428,341
1,056,201
9,408
2,516,173
1,052,496
77,428
Total outsourced production
225,382
-
-
221,993
15,671
-
242,722
21,644
-
Outsourced production (%)
9.41%
0.00%
0.00%
9.14%
1.48%
0.00%
9.65%
2.06%
0.00%
SASB FB-MP-140A.3 – NUMBER OF
INCIDENTS OF NONCOMPLIANCE WITH
WATER QUALITY PERMITS, STANDARDS,
AND REGULATIONS
SASB FB-MP-160A.1 – AMOUNT OF ANIMAL
WASTE AND MANURE GENERATED;
PERCENTAGE MANAGED ACCORDING TO A
NUTRIENT MANAGEMENT PLAN
There were no incidents related to
noncompliance with water quality permits,
standards and regulations during the period
covered by this report.
In Brazil, BRF works on environmental
management together with 100% of the
integrated producers through the Operational
Excellence System. All the properties belonging
to integrated producers and all of our own
farms receive four-monthly inspections, using
the ‘Rotas Ambientais Agro’ environmental
management tool. During the inspections, the
properties are assessed from the perspective
of the environment and, consequently,
management is performed in relation to the
animal waste and excrement on the integrated
properties and the company's own farms.
Furthermore, the environmental licensing
process includes a description and monitoring
of the management and destination of the waste
on the property. BRF provides annual support
and guidance for all the integrated producers
concerning the correct management of the waste
generated on the property, whilst it also monitors
and assists the entire environmental licensing
process. The company also recommends and
encourages all the producers to use the waste
as organic bio-fertilizers, in line with current
legislation.
In 2021, 3,422,160 tons of animal waste and
excrement was produced, with this total sum
being managed in accordance with the applicable
legislation and regulations.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 184
SASB FB-MP-160A.2 – PERCENTAGE OF
PASTURE AND GRAZING LAND MANAGED
TO NATURAL RESOURCES CONSERVATION
SERVICE (NRCS) CONSERVATION PLAN
CRITERIA.
SASB FB-MP-250A.1 – GLOBAL FOOD
SAFETY INITIATIVE (GFSI) AUDIT (1)
NON-CONFORMANCE RATE AND (2)
ASSOCIATED CORRECTIVE ACTION RATE
FOR (A) MAJOR AND (B) MINOR NON-
CONFORMANCES
BRF has a very intense creation process, or
in other words, the animals are farmed in
installations without access to external areas,
or, subsequently, to grazing. As such, there is
no need for the creation or management of
grasslands.
SASB FB-MP-160A.3 – PRODUCTION
OF ANIMAL PROTEIN BASED UPON
CONCENTRATED ANIMAL FEED
OPERATIONS (CAFOS).
The CAFO concept is not used in BRF’s
management process.
In 22 audited processes no non-compliances
of any relevance were identified. Only
isolated irregularities were noted that do not
compromise the safety of the products, and
these were principally in the procedures/
documents.
However, in two processes, three more serious
cases of non-compliance were identified,
one being related to the lack of a risks and
opportunities plan at the Joody unit, and
two at the Bandirma unit, one of which was
related to the monitoring procedure of the
X-ray equipment and the other to failings in the
pest control process. All these cases of non-
compliance were addressed with the applicable
corrective actions and considered to have been
mitigated by the certifying body.
There was a rise in the number of audits for
GFSI certification in 2021 in comparison with
2020, due to the new processes that were
certified and the postponement of audits
in 2020 (due to the pandemic), which led to
an increase in the number of cases of non-
compliance identified.
In 2021, 163 corrective actions were performed
and concluded, with 152 of them relating to
lesser cases of non-compliance (a rate of 1.13)
and 11 of them to more relevant cases of non-
compliance (a rate of 3.67).
Total number of units or installations that underwent GFSI auditing
Total number of minor cases of non-compliance identified
Total number of major cases of non-compliance identified
Rate of minor cases of non-compliance
Rate of major cases of non-compliance
2019
2020
2021
21
120
0
5.71
0
17
78
0
4.59
0
24
134
3
5.58
0.13
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT SASB FB-MP-250A.2 – PERCENTAGE OF
SUPPLIER FACILITIES CERTIFIED TO A
GLOBAL FOOD SAFETY INITIATIVE (GFSI)
FOOD SAFETY CERTIFICATION PROGRAM
In 2021, 98% of our direct suppliers of materials
met our quality standards, against 96% in 2020.
The result is associated with the management
of the BRF procurement teams for validation
of the internal regulations and efficiency of the
BRF IFS Global Markets program in the support
and adaptation of small and medium-sized
suppliers.
Total number of facilities of GFSI-certified suppliers
Total number of facilities of suppliers
Percentage of facilities of GFSI-certified suppliers
2021
454
465
98%
185
SASB FB-MP-260A.1 – PERCENTAGE OF
ANIMAL PRODUCTION THAT RECEIVED
(1) MEDICALLY IMPORTANT ANTIBIOTICS
AND (2) NOT MEDICALLY IMPORTANT
ANTIBIOTICS, BY ANIMAL TYPE
The use of antibiotics on broiler chickens
was 2.36 mg/kg, representing an increase of
50% compared to 2020. This was partly due
to the Covid-19 pandemic and outbreaks of
diseases in specific regions, that increased
the challenges posed to the animals’ health
and well-being. Despite the increased use of
antibiotics, the indicator is still considered
satisfactory.
In terms of pig production, there was a
reduction of 18% in the use of antibiotics when
compared to 2020, despite the challenges
faced due to the pandemic. BRF has not used
antibiotics that are extremely hazardous to
human health in the poultry chain (broiler
turkeys and chickens), anywhere in the world,
since June 2021, and has worked to make it
possible to remove this class of medication
from pig farming. Neither does the company
use antibiotics or hormones designed to
increase growth or weight gain in the animals.
SASB FB-MP-250A.3 – (1) NUMBER OF
RECALLS ISSUED AND (2) TOTAL WEIGHT
OF PRODUCTS RECALLED
No product recalls were undertaken in 2021.
SASB FB-MP-250A.4 – DISCUSSION OF
MARKETS THAT BAN IMPORTS OF THE
ENTITY’S PRODUCTS
In 2021, following allegations by the Chinese
health authorities, activities were suspended
at the production units in Marau (RS) - frozen
chicken - and in Lucas do Rio Verde (MT) -
frozen pork.
The reason for the suspension at the Marau unit
was linked to the Chinese authorities’ allegation
that calluses and hard skin of above acceptable
levels had been found on chicken feet. In the
case of Lucas do Rio Verde, the suspension
was motivated by the Chinese authorities’
allegation that signs of thawing had been
identified on the packaging of frozen pork in a
container.
It should be noted that we perform monthly
monitoring of the indicators of our certified
plants, such which is tied to the targets
established by BRF executives. In 2021, the
indicator was aligned with that established for
the year, independent of the mentioned cases.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 186
SASB FB-MP-320A.2 – DESCRIPTION
OF EFFORTS TO ASSESS, MONITOR,
AND MITIGATE ACUTE AND CHRONIC
RESPIRATORY HEALTH CONDITIONS
All the actions defined in the Occupational
Health Medical Control Program (PCMSO) are
based upon an in-depth analysis of the risks
contained in the PPRA. The assessments of
each individual take into account the history
of exposure to agents and the results of
monitoring tests. Based upon the results of the
assessments, individual and collective health
actions are activated.
SASB FB-MP-410A.2 – PERCENTAGE OF
FREE RANGE SHELL EGG SALES
The breeding hens are bred in cage free form
in an aviary containing seven to ten females
for each male (cock), that fertilizes these hens
periodically for the production of fertile eggs.
There are no breeding hens in cages due to the
need for periodic intercourse for fertilization of
the eggs. In 2021, 700,000 eggs from breeding
hens were sold, or in other words, 100% of
these eggs are sourced from cage free animals.
SASB FB-MP-260A.1 – PERCENTAGE OF ANIMAL PRODUCTION THAT
RECEIVED (1) MEDICALLY IMPORTANT ANTIBIOTICS AND (2) NOT
MEDICALLY IMPORTANT ANTIBIOTICS, BY ANIMAL TYPE
Chickens
Total production of animal protein
1
Milligrams per kilogram of animal
Turkeys
Total production of animal protein
1
Milligrams per kilogram of animal
Pigs
Total production of animal protein
1
Milligrams per kilogram of animal
2021
3,342,045
2.36
116,942
20.67
1,294,346.18
223
1 we considered the milligrams of medications important to human health, according to the
classification of the World Health Organization that establishes a criticality of use of antibiotics,
depending upon their impact on the human body.
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 187
GRI correlation
GRI 305-1
Other SASB indicators
The SASB indicators in the table below are communicated through
*
correlations with GRI indicators contained in this report
:
SASB indicator code
Title of the indicator
FB-MP-110a.1
FB-MP-110a.2
FB-MP-130a.1
FB-MP-140a.1
FB-MP-140a.2
FB-MP-320a.1
FB-MP-410a.1
FB-MP-410a.3
FB-MP-430a.1
Gross emissions - scope 1
Discussion of long-term and short-term strategy or plan to manage Scope 1 emissions, emissions
reduction targets, and an analysis of performance against these targets
GRI 103-2, 103-3 | 305
(1) Total energy consumed, (2) percentage grid electricity, (3) percentage renewable
(1) Total water withdrawn, (2) total water consumed, percentage of each in regions with High or Extremely
High Baseline Water Stress
GRI 302-1
GRI 303-1
Description of the risks of water management and discussion of strategies and practices to mitigate these
risks
GRI 103-2, 103-3 | 303
(1) Total recordable incident rate (TRIR) and (2) fatality rate
Percentage of pork produced without the use of gestation crates
Percentage of production certified to a third party animal welfare standard
Percentage of livestock from suppliers implementing the Natural Resources Conservation Service (NRCS)
conservation plan criteria or equivalent
FB-MP-430a.2
Percentage of supplier and contract production facilities verified to meet animal welfare standards
FB-MP-440a.3
Discussion of strategy to manage opportunities and risks to feed sourcing and livestock supply presented
by climate change
* In relation to the SASB FB-MP-440a.1 and SASB FB-MP-440a.2 indicators, we are improving our measurements.
GRI 403-8
FP11
GRI FP5
N/A
FP2
GRI 201-2
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT Assurance letter
188
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT 189
Credits
GENERAL PROJECT COORDINATION – BRF
Sustainability Department
Investors Relations Department
EDITORIAL COORDINATION,
GRI CONSULTING AND DESIGN
grupo report - rpt.sustentabilidade
Writing and Editing
Guto Lobato e Barbara Calache
GRI consulting
Daniel Thurler e Thatiele Moura
Project and Relationship Management
Ana Carolina de Souza Matsuzaki
e Taynah Capecci
Graphic design and layout
Sergio Almeida e Paula Mosti
Infographic
Henrique Assale
Translation
Stephen Wingrove
Photos
BRF Collection
WELCOMEIDENTITYRESULTSSTRATEGYGRIANNEXESBRF 2021 INTEGRATED REPORT