2022
Integrated
Report
2022 Integrated
Report
Contents
Click on the
titles to navigate
3.
Our strategy
Business environment and planning
Allocation of capital
BRF’s Sustainability Plan
Commitments & results
4.
Culture and Engagement
Development of human capital
Education and training
Health and safety
Diversity, equality and inclusion
50
51
54
56
58
64
68
68
70
74
1.
Presentation
Report and materiality
Material topics
A Message from the Senior Management
3
4
7
8
10
2022 highlights
2.
Our way of
doing business
Global presence
Portfolio & brands
Business model
Corporate governance
Ethics and Compliance
Management of risks and opportunities
Principal risks and opportunities
BRF quality
Responsability for the product
Partnership with clientes and consumers
Driving innovation
Portfolio and brand
Excellence and digital transformation
14
16
17
18
19
21
26
29
34
34
38
42
43
44
2
5.
Value Generation
Business performance
Suppliers and the production chain
Communities and social impact
BRF Institute
Animal welfare
Environmental management
Emissions and climate
Natural resources
Waste and packaging
76
77
86
91
91
96
102
103
107
110
6.
Indicators and annex
GRI Summary
112
113
113
118
133
136
137
151
152
General disclosures
Material topics
SASB
TCFD
Annex
Letter of Assurance
Corporate informations and credits
2022 Integrated
Report
Welcome to BRF’s 2022
Sustainability Report.
This report is available in
Portuguese and English.
To access the PDFs
click here
1
2
3
4
5
6
Presentation
GRI 2-2, 2-3, 2-4, 2-5, 2-14
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
This document presents the next steps on our journey
in communicating our results, focusing on informing our
stakeholders of our projects, investments, strategies and key
performance indicators in both the financial and non-finan-
cial areas.
This report covers the period from January 1st to December
31st, 2022, including all of our operations in Brazil and in in-
ternational markets (factories, farms, distribution centers, in-
novation, and commercial and corporate offices) - the same
entities outlined in the Financial Statements. The sustain-
ability indicators encompass a wide range of topics across
our supply chain, including food quality and safety, animal
welfare development of our human capital, actions taken to
tackle climate change and responsibility in the value chain.
When applicable, the sections that present different data
for companies are highlighted in the text and the different
approaches are described in the footnotes of the standards.
3
As in previous years, as references for this report we have
adopted the most recent version (2021) of the Global Re-
porting Initiative (GRI) Standards; the Integrated Reporting
guidelines of the IFRS Foundation; and the reporting stan-
dards established by the Sustainability Accounting Standards
Board (SASB). We also reference our commitments and
actions connected to the United Nations’ Sustainable Devel-
opment Goals (SDGs) and the Global Pact, to which we have
been signatories since 2007.
The economic-financial data is tied to our financial state-
ments, available here, and adhere to both Brazilian stan-
dards and the International Financial Reporting Standards
(IFRS), in accordance with the standards of the Brazilian
Securities Commission (CVM) and the US Security Exchange
Commission (SEC). There have been no cases of restatement
of information. The veracity of the data has been ensured
by an independent external audit, performed by KPMG, and
approved by the Executive Board and the Administrative
Council.
Other market references that we take into consideration are
the requirements made by indexes including the Corporate
Sustainability Index (ISE) established by the Brazilian stock
exchange (B3) and the Dow Jones Sustainability Index, as
well as the criteria of the Brazilian Association of Publicly Held
Companies (Abrasca). Our senior management assumes full
responsibility for, and approves, this report, just as it strives
for the correct application of the integrated thought-process
underlying the conception and structuring of the document.
The structure of the report aims to present our strategic
vision and the key-topics in the perception of our stakehold-
ers - including suppliers, employees, management, clients,
consumers, communities and regulatory agencies - as identi-
fied through a new materiality process. It also expresses the
commitments and pillars of the BRF Sustainability Plan with
its concrete results outlined in the relevant chapter.
We aim to construct relations guided by our commitment to
Integrity, Quality and Safety, with this report being published
as an important instrument in terms of our accountability. In
the event of any doubts, suggestions or observations con-
cerning the 2022 Integrated Report, please contact us by
e-mail at acoes@brf.com or by telephone on: (+55 11) 2322-
5377.
Happy reading!
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
4
Report and Materiality
GRI 2-29, 3-1, 3-2
BRF materiality: variables analyzed
In line with the GRI Standards, and the best practices
for reporting and stakeholder engagement, we have
updated our Materiality Matrix, using the Double Ma-
teriality methodology.
The perspective taken by double materiality takes a
combined look at the impacts caused by the business
to society and the environment and also at the ex-
ternal aspects that have the power to influence our
process of value creation.
To do so, we have identified stakeholders who are
responsible for indicating and supporting the process
of refining the list of topics, a process that involves
stages such as the prioritization of topics, analysis and
validation.
Socio-environmental impact
• topic: social and environmental impacts of the
business
• investment from the perspective of specialists
(internal and external)
• assessment of magnitude and scope
Financial impact
• topic: the risks and channels involved in the
business’ financial impacts
• investigated from the perspective of analysts
(executives and capital providers)
• risk assessment (probability and magnitude)
Relevance to the stakeholders
• topic: general, objective and agnostic description (positive
and negative)
• investigated considering the perception of impact on the
stakeholders (relevance)
• consolidated assessment, considered by importance
(frequency, dependence and influence)
2022 Integrated
Report
Step-by-step
1
2
Identification and analysis of
contexts:
we develop analyses of sector documents,
studies, publications and internal corporate
policies.
Performance of consultations (priori-
tization):
following this, we study the socio-environmental and
financial perspectives as well as the relevance of the topics
to the different publics. To do so, we created three groups
to conduct the process of public consultation. The first was
focused on an analysis of the financial materiality, involving
9 interviews with BRF’s senior management, 5 with inves-
tors and financial institutions, and 23 online consultations.
We also held 6 meetings with managers and specialists,
during which we assessed the probability of the perceived
risks for each topic as well as the magnitude of the associ-
ated financial impacts. The second was focused on the
socio-environmental materiality, involving 6 interviews
with external specialists, and 77 online consultations
with internal and external specialists. In the third group-
ing, focused on perception of the relevance, we collected
another 3,006 responses to the digital consultation
provided by clients, suppliers, service providers, employ-
ees, integrated producers, NGOs, the press and sector
associations.
employees
capital pro-
viders
clients
integrated
press
suppliers and service
providers
NGOs / third
sector
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
5
2022 Integrated
Report
3
Definition, analysis and consider-
ation of topics:
considering the stage inputs, we mapped
out the principal economic, environmen-
tal, social, and governance (EESG) topics
in relation to impact and importance. The
results of the consultations were assessed
in accordance with the nature of the publics
and presented in a graph in order to allow
the material topics to be identified. By
doing so, it was possible to demonstrate
the importance, criticality and magnitude
of each topic in terms of their financial and
socio-environmental impact.
4
Validation:
the final list of priority topics, organized in the
form of 9 subjects, was submitted for a validation
process conducted by the Executive Sustainabil-
ity Committee, the Executive Committee and the
Sustainability Committee of the Board of Directors.
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
1
2
3
4
5
6
Y
t
c
a
p
m
i
e
h
t
f
o
y
t
i
l
a
i
r
e
t
a
M
A
C
B
F
E
E
G
Indicators
and annex
R
H
6
Financial materiality
X
* Relevance to the stakeholders
Z*
Stakeholders
BRF Leadership
Investors + Banks
Internal Specialists
External Specialists
Clients
Suppliers + Grain
suppliers + Service
providers
Integrated producers
NGOs + Sector
associations + press
Read about BRF’s current
materiality below,
including in relation to the
Sustainable Development
Goals (SDGs), the Plan and
our business challenges.
2022 Integrated
Report
Material topics* GRI 3-1, 3-2
Topic
Perspective and approach
Related indicators
Related SDGs
Food safety
This addresses the matter of access to food and the tackling of waste, with the
opportunity to position ourselves at the heart of one of the biggest challenges facing our
sector globally
GRI FP6, FP7, FP10, FP11, FP12, FP13
SASB FB-MP-250A.1, SASB FB-MP-250A.2, SASB FB-MP-
250A.3, SASB FB-MP-250A.4
2.1, 2.2 and 2.4; 12.3; 16.6
and 16.10
Quality and safety of
the products
This involves adherence to protocols and certifications, improvements and the addressing
of the relevant sanitary risks
GRI 416-1, 416-2, 417-1, 417-2, 417-3, FP1, FP2, FP5,FP6, FP7
16.6 and 16.10
Human rights and labor
relations
This covers respect for labor legislation and compliance with current laws, whilst also
addressing any lawsuits and transparency in collective bargaining
GRI 401-3, 405-1, 405-2
8.3, 8.5, 8.7 and 8.8
Ethics, integrity and
compliance
This relates to compliance with the anti-corruption and anti-bribery norms, laws and
practices, promotion of the Transparency Manual and strengthening of the image of our
business
GRI 201-4, 205-1, 205-2, 205-3, 206-1, 207-1, 207-2, 415-1,
418-1
16.5, 16.6, 16.7 and 16.10
Presentation
Our way of
doing business
Animal welfare
This involves adherence to the international welfare certifications and protocols
throughout the chain and the practices of BRF’s Animal welfare
Program (from breeding to slaughter)
GRI FP10, FP11, FP12, FP13
SASB FB-MP-260A.1, SASB-FB-MP-410A.1, SASB FB-MP-
410A.2, SASB-FB-MP-410A.3
2.5
Our strategy
Health, welfare and
safety
This involves guaranteeing the welfare and health of our personnel, and caring for the
mental and physical health of our employees and integrated producers
GRI 403-1, 403-2, 403-3, 403-4, 403-5, 403-6, 403-7, 403-8,
403-9, 403-10
SASB-FB-MP-320a.1, SASB FB-MP-320A.2
3.4, 3.9; 8.8
Attraction,
development and
retention of employees
This covers the actions we take to strengthen the image of the employer brand and
encourage the building of careers within the Company, as well as tackling employee
absenteeism and turnover
GRI 401-1, 401-2, 404-1, 404-2, 404-3
8.5
Culture and
Engagement
Value Generation
Management,
transparency and
tracking of the supply
chain
This involves guaranteeing the tracking of the grain chain, the promotion of good
practices throughout the value chain and good practices in the management of
biodiversity
Indicators
and annex
Climate change, water
and energy
This involves the efficient use of natural resources, thereby preparing ourselves for
different climate scenarios and any alteration in the availability of resources, as well as
actions already under way that will allow us to achieve public environmental commitments
and extend our good practices to the other links in the chain
GRI 204-1, 301-1, 301-3, 308-1, 208-2, 407-1, 408-1, 409-1,
414-1, 414-2, FP1, FP2, FP5
SASB FB-MP-160A.1, SASB FB-MP-160A.2, SASB FB-MP-
160A.3, SASB-FB-MP-430a.1, SASB-FB-MP-430a.2
2.3; 2.4; 2.a; 2.c; 8.5; 8.7;
8.8; 12.2; 12.3; 12.4; 12.5;
12.7; 12.8; 13.3; 13.b;
15.1; 15.2; 15.3; 15.5;
15.9; 15.a; 15.b
GRI 201-2, 302-1, 302-2, 302-3, 302-4, 303-1, 303-2, 303-3,
303-4, 303-5, 304-1, 305-1, 305-2, 305-3, 305-4, 305-5, 305-6,
305-7, 306-1, 306-2, 306-3, 306-4, 306-5
SASB-FB-MP-110a.1, SASB-FB-MP-110a.2, SASB-FB-MP-
130a.1, SASB-FB-MP-140a.1, SASB-FB-MP-140a.2, SASB
FB-MP-140A.3, SASB-FB-MP-440a.1, SASB-FB-MP-440a.2,
SASB-FB-MP-440a.3
TCFD-2.A, TCFD-2.B, TCDF-2.C, TCFD-3.C, TCFD-4-B
2.4; 6.3, 6.4, 6.5 and 6.6;
7.2, 7.3; 9.4; 12.2; 13.1,
13.2
1
2
3
4
5
6
7
* The topics listed apply both within and outside the Company. The list of material topics has been altered in relation to the 2021 cycle. These are: Climate change, water and energy; Animal welfare; Human and organizational development; Ethics and transparency;
Food waste; Packaging and recyclability; Food safety; Biodiversity; Social Responsibility; and Innovation and technology.
** The topic involving our relationship with the neighboring community continues to be very important for BRF, despite not having been included in the current materiality, due to the global and domestic scenario and the increased importance of topics such as food
security.
2022 Integrated
Report
Message from our
leadership GRI 2-22
2022 was a year of intense transformation for BRF.
The Company started the year under the impacts of
important global, geopolitical factors, such as the war
in Ukraine, economic uncertainties, and volatility in the
market. As of March, with the formation of a new Board
of Directors, we began a detailed and careful analysis
of our business. Although the year’s financial results do
not demonstrate BRF’s maximum potential, we man-
aged to move forward with the foundations that will
firmly pave the way for a new chapter in the Company’s
history. But this would not be possible without the ded-
ication of the almost 100,000 people who work with us
every day. With enormous discipline in the execution,
agility, simplicity and efficiency of their work, we are
certain that we will resume our efficiency and profitabil-
ity.
One of the first steps on this new journey has been to
direct all of our internal efforts towards BRF’s core busi-
ness through a strong efficiency plan. We have taken
numerous measures, throughout the value chain, aim-
ing to optimize the allocation of capital in a careful and
orderly manner. Between September and December, by
improving our operational indicators, reducing costs
relating to inactivity, and simplifying our innovation
portfolio, we captured R$ 210 million, with our non-ne-
gotiable commitment to Safety, Quality and Integrity
always guiding the way.
At the close of 2022 , the Company’s net revenue
achieved R$ 53.8 billion, an increase of 11.3% com-
pared to the previous year, with results arising from our
work designed to grow in products with added value
and expand our presence in international markets. To
increase our results in Brazil, we have simplified our
portfolio, improved our commercial execution, and
increased the presence of our brands at points of sale,
which continues to be one of our main strengths. In the
Halal market Sadia and Banvit, already leaders in their
markets, grew even more in terms of market share and
items of added value.
We have strengthened our export platform, with new
plant approvals for countries including Canada, Mexico,
Japan and South Africa, reflecting the confidence that
the authorities in these countries have in the safety and
reliability of our production chain. In the international
market, we inaugurated a new plant in Saudi Arabia,
thus expanding our local production.
On the EESG agenda, we consolidated important
advances in sustainability and in the improvement of
our governance standards. For the 16th year, we were
recognized by
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
8
Marcos Molina
Chairman of the Board of Directors
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
9
the market for our practices, maintaining our position
in the B3 ISE portfolio. In striving for a chain free of
deforestation, we implemented the traceability of 100%
our direct grain suppliers and 45% of our indirect grain
suppliers in the Amazon and Cerrado biomes. And re-
inforcing our pioneering drive in animal welfare, we ful-
filled our public commitment to end surgical castration
in the swine herd. In relation to the challenge of climate
change, we began a journey to accomplish our Sustain-
ability Plan’s targets for the reduction of greenhouse
gas emissions using ‘FLAG’ methodology, with valida-
tion from the Science Based Targets Initiative (SBTi)
and advances in the mapping of Scope 3 emissions,
both of which are requirements for us to move closer to
achieving our commitment to be Net Zero by 2040.
These advances have only been possible due to the en-
gagement of our team Despite all these challenges, we
have continued investing in our internal development
programs, in career paths, and in our policy of actively
listening to our stakeholders to be able to improve our
processes and keep alive the pride in being BRF, that
thousands of employees feel around the world.
This process of transformation, initiated in 2022, has
been essential to ensuring that BRF’s bases for evolu-
tion can firmly support all the potential that this com-
pany has to offer. We remain committed to consistently
maximizing our results as time goes on. We are focused
on successfully performing our efficiency plan and
working simply and dynamically on our business deci-
sions with the aim of delivering the best results for our
shareholders, clients, integrated partners, employees
and communities.
Marcos Molina
Chairman of the Board of
Directors
Miguel Gularte
CEO
In relation to the challenge of climate change,
we began a journey to accomplish our
Sustainability Plan’s targets for the reduction
of greenhouse gases emissions using ‘FLAG’
methodology, with validation from the Science
Based Targets Initiative (SBTi)
Miguel Gularte
CEO da BRF S.A.
2022 Integrated
Report
2022 highlights
R$ 53,8 bi
in net revenue
4,8 tons
of volume produced
4,29%
reduction
in water consumption per
ton produced in relation to
the baseline (2020)
26%
reduction
in the absolute
Greenhouse Gas emissions
in Scopes 1 and 2
compared to the
baseline (2019)
35
plant approvals
in Brazil
52
digital transformation
projects, from the grain to the
table, were implemented in
2022
Inauguration of a plant
in Dammam, in Saudi
Arabia, with investment
of US$ 18 milion
100%
traceability
of the direct grain suppliers from the
Amazon and Cerrado biomes and 45%
of the indirect suppliers from the same
biomes
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
10
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
11
R$ 41 million
invested in animal welfare:
R$ 8 million
invested in our own farms
R$ 33 million
in incentives for integrated producers
We have deliverd our
public commitment
to ending surgical
castration in the swine
herd (males) without use
of anesthetic
95%
of suppliers certified
by the Global Food Safety
Initiative (GFSI)
100%
of BRF purchases from suppliers
in compliance with EESG
requirements
99,95%
of employees
receive performance
evaluations
300+
Integrity ambassadors
active in the Company
416
voluntary actions
of the BRF Institute in 49
municipalities in Brazil, involving
more than 3,000 employees
5 training sessions in the
promotion of conscientious
consumption and food waste for
children in Turkey, directly involving
7,500 parents and teachers (‘Smart
Kids Table’ project)
2022 Integrated
Report
Awards and recognition
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
12
Merco ESG
Responsibility Ranking
BRF received a special mention in the 2021
list, published in 2022, which assesses those
companies that are most committed in the
social, environmental and corporate gov-
ernance areas, taking 4th place in the food
sector.
Top of Mind
Offered by Folha, the Sadia brand was
highlighted for the 10th consecutive year as
a benchmark for frozen meals and for the
first time in the pork sausages category; in
addition to this, Qualy was highlighted in the
margarines category for the 17th consecutive
year
100+ Innovators in the Use
of Technology
For four consecutive years now
(2019/2020/2021/2022), we have been recog-
nized by IT Mídia. In 2022, BRF was the most
innovative company in the use of Technology
in the foods, beverages and smoking indus-
tries category with the ‘Data Driven from Field
to Table’ case
Abrasca Annual Report
Awards
Our Report received an honorable mention
in Strategy and Investments in Innovation
It was also placed third in the publicly-held
company category
Modern Consumer Award
for Excellence in Customer
Services
The Padrão Group recognized us once again
in 2022 for our actions in ensuring our
clients have the best experience and journey
2022 Integrated
Report
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
1
2
3
4
5
6
ReclameAQUI Award
Top Open Corps
Innovation Value
Once again, we were recognized for our
client relationship management actions,
with the Sadia brand winning in the “Per-
ishables and Frozen Foods” category
‘Valor Inovação Brasil 2022’, awarded by Valor
Econômico, declared us to be amongst the three
most innovative companies in Brazil in the Food and
Beverages sector.
We are extremely pleased with this award and with
our entire innovation journey, involving initiatives
throughout the production chain, from the field to
the table.
We will continue innovating and providing practical,
tasty and quality food for all.
#JuntosPorUmProposito (#TogetherWithAnObjective)
We took 3rd place in the Consumer Goods and
Foods Category in the 2021 edition of the ranking
of 100 companies that most practice open innova-
tion with startups - Top Open Corps.
This recognition proves that we are moving in
the right direction with our journey of innovation,
improving our processes and becoming increas-
ingly aware of market tendencies. A large part of
this journey is constructed through the BRF Hub,
which aims to build bridges with the global eco-
system of open innovation and promote initiatives
that will change the world, as well as open up the
path for those who combine their objectives with
BRF.
We encourage the culture of innovation in our
routine, always seeking recognition in technolo-
gies and ideas that help us to provide the best for
our clients and consumers.
#AlimentandoInovaçãoBRF (#Feedinginnovation-
BRF)
Value Generation
Aplaude Awards 2022
The BRF Institute won two categories
at the Aplaude Awards - “Highlighted
Initiative in Heritage” and “Highlighted
Initiative in SDGs”
Indicators
and annex
13
2022 Integrated
Report
1
2
2
3
4
4
5
5
6
Presentation
Our way of
doing business
Our strategy
GRI 2-1
Culture and
Engagement
Value Generation
Indicators
and annex
14
BRF is one of the world’s biggest food companies, driven
by the objective of offering top quality, tasty and practical
foods to consumers in more than 100 countries.
With leading and preferred brands in their markets - such
as Sadia, Perdigão and Qualy in Brazil, and Banvit in Tur-
key - and present in practically every Brazilian home we
have a dedicated team of almost 100 thousand employ-
ees who engage with our objective on a daily basis and
practice our commitments to safety, quality and integrity
in our factories, farms, distribution centers and offices.
We serve thousands of clients around the world, and
have expanded our business for almost 90 years of work
dedicated to food production. Our chain ranges from the
animals, a task performed by more than 9,500 partner
producers, to the slaughter and industrial manufacturing,
logistics and delivery at the points of sale.
The focus of our business strategy is the domestic mar-
kets in Brazil, as well as the Halal and international mar-
kets, especially in the Middle East and Asia. With admin-
istrative head offices in Brazil, we operate 38 industrial
units in this country and another 6 in other countries,
as well as more than 50 distribution centers. The supply
chain involves around 30,000 partners (head offices and
branches) responsible for the consumables, technolo-
gy and services that are essential for the success of our
business.
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
15
In 2022, we overhauled our shareholding structure, with
control of the Company moving into the hands of a single
shareholder. We have continued our efforts in the area
of deleveraging and operational efficiency, both of which
are essential for overcoming macroeconomic and sector
challenges, without losing sight of our fundamental com-
mitments or our Sustainability Plan, made up of 22 public
commitments. We have also reviewed our portfolio of
projects and investments in innovation, advancing in our
commitments in the areas of energy, decarbonization and
animal welfare, in line with our material topics concerning
sustainability.
We pay a great deal of attention to all those who con-
tribute to building BRF’s history on a daily basis. We aim
to promote a plural culture, which benefits from the 89
nationalities that make up our team, and to invest in gov-
ernance, management and processes in all areas of the
company, with a focus on results. In 2022, we emphasized
the aspects of simplicity, agility and efficiency as key-ele-
ments in the day-to-day construction of our Culture.
We have almost 100 thousand employees
working to offer quality, tasty and practical
foods to consumers in more than 100 countries
2022 Integrated
Report
A global business and relations network
A broad presence with logistics centers, factories and a strong
commercial structure demonstrates our importance in the food industry
GRI 2-6
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
16
Americas
26
countries are served by
our production platform
in the region
Production units
Offices
Distribution centers
Innovation Centers
Europe
& Eurasia
2
14
European and
Eurasian countries
import our
products
18
Asian countries
consume our products,
with a view to growth
in categories of
aggregate value; in
2022, six production
units were awarded
new plant approvals for
exportation to the
region
Asia
5
Brazil
38
23
1
Africa
Halal
6
6
11
1
2
2
1
53
distribution centers
and transit points in
Brazil
38
African countries
import the Company's
foods
+6.9 thousand
employees work in the Middle East where, in 2022, we
inaugurated a new plant in Saudi Arabia and maintained
our leading position in relation to consumer preference
with the Sadia and Banvit brands
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
17
Portfolio & brands
GRI 2-6
BRF is a company with an extensive range of brands
and products, including Sadia - the most valuable food
brand in Brazil, Perdigão, the best-selling brand in the
country, and Qualy, a preferred leader in its category, as
well as Banvit, a top of mind brand in the Turkish mar-
ket, and Sadia Halal, a leader in this market.
We work in different categories (frozen foods, fresh
protein, margarines, cold cuts, vegetables, sausages,
processed foods, ingredients and animal feed), with a
portfolio that seeks to ally convenience, healthiness and
adaptability to the cultures and customs of our consum-
ers.
Our brands are leaders in
preference and recognition
in both Brazil and the Middle
Eastern markets
2022 Integrated
Report
Our business model
Feed factory
Farms and integrated producers
Transformation & global operations
• We produce high-quality and
nutritional feed at + than 20 plants
• Procurement of grains, bran and oil,
guided by our Sustainable Grain
Purchasing Policy, to feed poultry
and swine
• Our integrated products
are responsible for the production
of 1.67 billion chickens,
10.9 million turkeys and
9.44 million swine
slaughtered/year
• 44 industrial
plants in Brazil and
around the world
• 2 innovation
centers
• 53 distribution centers
and transit points in Brazil
• Logistics partnerships
capable of meeting
global demand
• Global leader-
ship in the
exportation of
chicken produced
in Brazil
LOJA
A B E R T O
Retail, Consumers
and Food Service
• Clients in 100 countries
and our own brand
‘Mercato Sadia’ stores
90,000+ employees including 89 nationalities | 14,635 input suppliers | 9,562 integrated producers
Our commitments: Safety,
Quality and Integrity
Premises: Simplicity,
Agility and Efficiency
Purpose: To offer increasingly tastier
and more practical, quality food to people
all over the world
How
we operate
Outcomes
The capitals
we use
What
we do
Outputs
Financial: net revenue, generation of operational
cash flow and contributions from shareholders and investors
Intellectual: Innovation Center, BRF Digital Journeys 4.0,
BRF Hub and BRF Garage
Manufactured: structural assets such as factories,
distribution centers and offices
Natural: hydro and energy resources for industrial use
and animal production (agricultural)
Human: multicultural, diverse and with an understanding
of markets, habitats and lifestyles
Social: a chain of integrated producers;
BRF Institute operations in neighboring communities
Manufactured capital: we transform
raw materials into food
Sales: through different channels and an omnichannel perspective
Marketing: investment in brands and communication
Innovation: investment in R&D and partnerships
Logistics: delivery of finished products on a global scale
Financial: (+) generation of cash
and dividends; (-) indebtedness
Natural: (+) animal welfare in
the chain; (-) emissions and use of
resources; (-) cases of non-compliance
Human: (+) evelopment and
vocational training; (-) occupational
illnesses and work-related injuries
Intellectual: (+) innovation
in the food industry
Social: (+) development of farmers;
(+) access and education concerning
food waste; (-) compliance events
Fresh meat and aggregate value cuts
Processed foods
Ready meals, snacks and
convenience foods
Overseas trade (exportation)
Logistics and food distribution
Retail services and direct contact
with the consumer
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
18
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
19
Corporate governance
GRI 2-9
At BRF we adopt mechanisms, structures and processes
designed to guarantee a governance model that follows
Brazilian and international best practices As a compa-
ny listed on the B3 ‘Novo Mercado’ (Brazilian Stock Ex-
change), as well as having Level III ADRs traded on the
New York Stock Exchange, we meet the requirements
of the capitals market and work to ensure that the deci-
sion-making processes are guided by integrity and profes-
sionalism, as well as clear and responsible policies.
In 2021, Marfrig Global Food S.A. purchased shares in
the company, consequently increasing its shareholding
interest in BRF, with control being formalized following
the election of the new Board of Directors in 2022. With
expertise and extensive operations in the global food
industry, the company has confirmed its contribution of
knowledge and understanding of the market at levels
such as the Board of Directors, which, in August 2022,
elected Miguel de Souza Gularte, as the new CEO of BRF.
This process, which represented the revision and ad-
vancement of the actions taken to improve the Compa-
ny's results, also involved a redefinition of the structure
of the senior executive management, with alterations to
the functions and scope of BRF’s global vice-presidencies
and respective boards, preparing the company for a new
growth cycle.
We are working to increase the collective knowledge
and mobilization of our board members and executives
in relation to the Company's EESG agenda. This was a
central focus in 2022, involving senior management in the
process of revising the materiality and reformulating the
scope of the Sustainability Committee, which is fully dedi-
cated to the growing connection between our Sustainabil-
ity Plan and the Company’s business vision.
In 2022, BRF signed a Leniency Agreement with the
Federal Comptroller General and the Federal Attorney
General's Office. The Agreement was the result of a close
and detailed internal investigation process performed by
the Company, starting in 2018, with support from inde-
pendent external advisors, aiming to identify behavior
practiced by employees of the Company in the past. Over
the past few years, this investigation process has culmi-
nated in a series of administrative measures, including
the dismissal of employees involved in the illegal practices
identified; improvement of the Company’s corporate gov-
ernance and integrity system; voluntary cooperation with
Brazilian and foreign authorities; and negotiations aimed
at the signing of the Agreement.
With the signing of the Agreement, BRF has promised to
pay the Brazilian authorities R$ 583.9 million in penalties
arising from past conduct. It has also promised to dedi-
cate itself to improving its Integrity System as a means of
perfecting the work focused on Integrity and Transparen-
cy that is already under way.
During 2022, the senior
management was involved in
the process of reviewing the
materiality and reformulating
the scope of the BRF
Sustainability Committee.
2022 Integrated
Report
Governing bodies
GRI 2-9, 2-10, 2-11, 2-12, 2-13, 2-18
Board of Directors
Executive Board
Supervisory Board
Members: 10 (6 independent), 7 of whom are
men and 3 women
Members: 8 statutory and 2 non-statutory
members
Members: 3 (all independent)
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
20
Responsibilities: drafting the general business
directives; election and dismissal of the CEO and
members of the Executive Board; assessment
and monitoring/supervision of the execution
of the strategic planning. The Chairman does
not exercise the (cumulative) role of CEO of the
Company or of any other organization’s senior
executive role, as set forth in the Bylaws.
Eligibility for Board membership includes:
a clean reputation, holding no positions with
competitors, recognized experience in business
administration and no conflicts of interest.
The Board is elected and dismissed at a Gen-
eral Assembly for mandates of two years, with
members being indicated by shareholders or
the administration itself. The company's Bylaws
establish that the members of the Board of Di-
rectors should be composed of at least two, or
20%, Independent Board Members, such being
nominated at the General Assembly
Assessment: Members of the Board, as well as
of the Committees and the Executive Board, are
subject to a formal individual performance eval-
uation tool that includes a 360-degree evalua-
tion and addresses sustainability-related issues.
The latest cycle ends in the first quarter of 2023.
Responsibilities: to manage the businesses
in line with the strategic directives estab-
lished by the executives and validated by the
Board of Directors, covering the Global CEO
and VPs in the areas of Finance and Investor
Relations; Agro and Quality; Industrial Oper-
ations and Logistics; Personnel, Sustainabil-
ity and Digital Operations; the International
Market and Planning; Brazilian Commercial
Operations; Institutional, Legal and Compli-
ance*; the Halal Market* and Marketing and
New Business.
Nomination criteria: an unblemished
reputation, holding no positions with com-
petitors, recognized experience in business
administration and no conflicts of interest.
* Non-statutory member.
Assessment: the process for assessment of
the Executive Board is performed annually
by the Board of Directors. The latest cycle
ends in the first quarter of 2023.
Responsibilities: to supervise the executive
management, based upon the legal require-
ments and that contained in the Bylaws and
Internal Regulations. Its members are elected
by the Assembly.
Advisory committees
Number of committees: 4 statutory and 2
non-statutory members
Responsibilities: to provide support and offer
specialist deliberative knowledge to support
the strategic business decisions taken by the
Board of Directors, involving both board mem-
bers and independent members.
Committees active in 2022: Finance and Risk
Management; People Governance, Organiza-
tion and Culture; Sustainability; and Audit and
Integrity.
READ MORE
Read more about the qualifications
and experience of our executives
and board members on our
website.
2022 Integrated
Report
Ethics and compliance
GRI 3-3: Material Topic (Human rights and labor relations; Ethics,
integrity and compliance; Management, transparency and traceability of
the supply chain), 2-15, 2-23, 2-24, 2-25, 2-26
We are formally engaged in the issue of anti-bribery: we
were the first company in the sector to obtain the ISO
37001 management system certification
At BRF, the autonomous and independent Compliance
Department, supported by senior management, is respon-
sible for coordinating and guaranteeing the ongoing im-
provement 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.
Over recent years, the Company’s Integrity System has expe-
rienced important improvements and efforts are now con-
centrated in its eight pillars. The topic of ethics, integrity and
compliance is material for BRF, having been stressed by the
stakeholders in the consultation and engagement processes
undertaken in 2022 (read more on page xx), with indicators
and metrics that include training in use of the Transparen-
cy Guide and anti-corruption procedures; management
systems such as the ISO 37001; due diligence and auditing
of the different departments; and response measures and
investigation of potential impacts and risks.
The senior management, represented by the Audit and
Integrity Committee, is responsible for supervising BRF’s
Integrity System, monitoring the progress of investigations
and suggesting the application of improvements in the
processes. The Transparency Committee (composed of the
CEO, CFO, Institutional, Legal and Compliance Vice-President,
and Vice-President of Personnel, Sustainability and Digital
Operations) is also responsible for proposing actions for the
dissemination and fulfillment of the Transparency Guide and
the Integrity System policies, as well as ensuring the effective-
ness of the system and compliance by all BRF employees. We
openly and regularly communicate our compliance hotline,
not only to our employees, but to all our stakeholders. Any
eventual improvements arising from the messages received
via this Channel are reported to the Transparency Committee
and the Audit and Integrity Committee on a quarterly basis.
The effectiveness of the tool is monitored by means of
feedback to the users, protocols for the receipt of reports,
and monitoring and conclusion of the issues classified as
“justified” or “unjustified”. The performance indicators are
published annually by the Compliance Department.
We base all of BRF’s operations on the Transparency Guide
which has recently been reviewed (the latest version has
been current since January 1, 2021) and periodic dissemina-
tion to all employees throughout our markets. As well as this
we have a set of policies and procedures (see the table on the
following page) that address the topics relating to integrity
by the Compliance Board, and which is applied to all BRF’s
employees and partners.
The Transparency Guide addresses issues that cover the
entire business, such as human rights, diversity, conflict
of interest, tackling corruption and bribery, data privacy,
and guidance on the use of the transparency channel. The
document meets the requirements and specifications of
applicable Brazilian and international legislation and publicly
establishes BRF’s management of compliance. We are signa-
tories to the Business Pact for Integrity and Fighting Corrup-
tion and comply with the annual commitments arising from
the signing of the agreement with the cited Institution. The
signing performed at the BRF head office (in Santa Catarina)
covers all the group’s legal entities.
The topic of conflict of interest is addressed through training
sessions, as well as management policies, and contains basic
regulations for the operations of the Company's employees
and managers. In our CORPORATE CONFLICT OF INTEREST
Policy, we have a section on “Procedure for declaration in the
event of a conflict of interest”, that focuses on the approach
and handling of cases of this nature. This document can be
accessed here.
We pay special attention to the topics of anti-corruption and
anti-bribery, in order to guarantee the proper conduct of all
our directors, employees and business partners in business
transactions or relations with public authorities, the private
sector or society as a whole.
In order to maintain our ISO 37001 certification, inspection
audits were performed in 2021 and 2022, demonstrating the
robustness of BRF’s Integrity System in its human, financial
and technological resources related to anti-bribery practices.
This concern also extends to the process of contracting third
parties, in which our Compliance Board performs reputa-
tional analyses of partners in hirings that could possibly be
of high risk to the business, involving consultations of official
public blacklists, court processes and the media. The pro-
cess is also crucial in cases of mergers and acquisitions, in
which careful assessments of the employees examine the
history, practices and compliance of potential companies,
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
21
2022 Integrated
Report
within the sphere of M&A projects. In terms of competition
practices, we have a management policy specifically ad-
dressing this matter.
Pillars of the
Integrity system
The issue of human rights involves our analysis of potential
and real impacts and of the practices established in the
Integrity System and in the Company's risk management
procedures, this having been highlighted in the materiality
process and the stakeholder consultation and engagement
process. We have a corporate policy dedicated to the issue
and, in both our own operations and in those of our sup-
pliers, we observe the risks associated with labor practices
comparable to slavery, child labor and degrading work
conditions. The Transparency Guide directly addresses the
issue.
In 2022, we performed periodic assessments of categories
concerning “anti-ethical conduct” and “anti-competition,
corruption, export control, money laundering and violation
of human rights”, in our three operations, or in other words,
100% of the total, and we pay close attention to risks such
as non-compliance with the Brazilian Anti-Corruption Law
and related regulations, as well as the directives of our In-
tegrity System. GRI 205-1
In 2022, no public court cases relating to corruption were
filed against BRF or our employees, and nor were any con-
tracts with our business partners rescinded. Neither were
there any legal actions for unfair competition, anti-trust or
monopoly practices. Under the Leniency Agreement, the
terms are detailed in the Corporate Governance chapter.
GRI 205-1, 206-1
READ MORE
Read about them all by clicking
here.
Read about other BRF regulatory
documents here.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
22
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
Our compliance policies
• CORPORATE CONFLICT OF INTEREST Policy
• CORPORATE CONFLICT OF INTEREST Policy
• Policy on Accusations made to the
Transparency channel
• Gifts, Presents and Hospitalities Policy
• CORPORATE POLICY OF DONATIONS AND
SPONSORSHIPS
•CODE OF CONDUCT FOR BRF BUSINESS
PARTNERS
•ANTI-MONEY LAUNDERING AND COUNTER
TERRORISM FINANCING CORPORATE POLICY
• Integrity System Policy
• Human Rights Policy
Operational highlights
100%
of our senior
management
is trained in integrity
issues
100%
of our employees
are trained in the
Transparency Guide and
issues of Anti-corruption and
Anti-bribery
12.7
of integrity
training at the
BRF Academy
2022 Integrated
Report
Transparency channel
We have a Transparency channel designed to record any sus-
pected breaches of ethics and integrity as well as any alerts to
such, which is made available to all interested parties. We have
a specialist company taking care of this channel and a process
that allows the complainant (employees or individuals outside
BRF) to contact us via telephone, e-mail or our website, with
anonymity being assured in accordance with the wishes of the
person making contact.
The channel is available 24/7, and is offered in the dominant
languages spoken in the regions where we are present around
the world. The responsible departments are immediately
engaged to investigate each event, with confidentiality being
assured in relation to the information communicated during
the investigation process, with full respect being paid to all data
protection legislation.
The Compliance Board is the body responsible for investigating
all accusations received through the BRF Transparency chan-
nel with all operations based upon the premises of legality,
equality and transparency, and non-retaliation. In the event of
an accusation involving a member of senior management or
the Compliance Department itself, such cases are analyzed by
the Audit and Integrity Committee or by the Board of Directors,
depending upon each specific case.
The board responsible monitors weekly indicators on the
efficacy of the channel, including the number of open, resolved
and pending accusations. The lengths of time taken to resolve
the complaints made through the channel are also monitored,
as are any possible remedies or penalties applied following the
investigations (to find out more about the management of this
topic, access the Transparency Report here).
In 2022, the cases listed on this page were registered and
addressed.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
23
Accusations registered
2019
2020
2021
2022
Fraud involving clients
Discrimination
Robbery, theft or embezzlement
Fraud involving suppliers
Harassment
Others
70
35
66
119
125
84
46
60
100
354
93
55
63
113
465
69
76
45
89
564
1.242
2.008
2.367
2.495
Cases resolved - 2022
Justified
Non-justified
689
247
936
2020
252252
121
116
15
2,009
Behavioral
Fraud
Total
Negotiations
Penalties
Warnings
Dismissals
Suspensions
2019
172172
86
82
4
Cases under investigation
2019
2020
2021
2022
1,506
Total
3.062
779
2.373
532
2.905
3.841
2021
317317
198
111
8
2022
301301
210
81
10
3,338
3,841
Transparency channel
contacts by market
South Africa (+55 080) 098 0081
Saudi Arabia: 800 814 7002
Austria: 0800 281118
Brazil: 0800 450 0000
Qatar: 00800 100 879
Chile: 1230 020 6846
China: 108007131499(N)
10800130 1430(S)
United Arab Emirates:
800 0320778
Japan: 0800 222 2090
Kuwait: 965 2227 9505
Oman 800 74471
Singapore: 800 492 2433
Turkey: 0800 621 0202
2022 Integrated
Report
Training & Dissemination GRI 2-24, 205-2
During the year, we maintained our communications on
the issues of ethics, integrity, anti-corruption and an-
ti-bribery to every one of the members of our Board of
Directors and Supervisory Board, as well as the members
of the Advisory Committees and employees around the
world.
We also worked on raising the awareness of our business
partners, including providing training for them on the
BRF Business Partners’ Code of Conduct, and communi-
cation on the policies that make up the Integrity System,
through the use of various channels.
Another essential engagement action involved the Integ-
rity Ambassadors program. In 2022, we had 303 profes-
sionals located in every one of our units around the world
working on communication and awareness raising actions
focused on ethics and integrity. More than 100 of them
were nominated and specifically trained during the year,
with 77% of them being drawn from the operational and
administrative levels and 23% from management.
During 2022, we expanded our
Integrity Ambassadors Program
and created Integrity Guidelines,
taking a light and accessible
approach.
Over the course of the year, we also revised and created
new Integrity Guidelines, providing orientations on spe-
cific situations, to provide support for our employees and
management. These guidelines appeared in the discus-
sions held during target checking meetings, exchanges
between groups and at other moments in the Company's
day-to-day activities. At the end of the year, we put togeth-
er a book containing 52 guidelines, which was presented
to the ambassadors for use in communication actions in
2023.
Employees communicated with and who received instruction on anti-corruption
policies and procedures, by region¹,² GRI 205-2
Region
Africa
Asia
Europe
Latam (except Brazil)
Brazil
Mena (including Turkey)
Employees
2022 statutory and 2 non-statutory members
Communicated
Instructed
number
%
number
%
number
%
number
%
number
%
number
%
9
100%
31
100%
35
100%
43
100%
82,459
100%
6.927
100%
9
100%
31
100%
35
100%
43
100%
82,459
100%
6.927
100%
1 Only employees active on 31-Dec-2022 were considered.
2 Not including employees on leave or with formal justification within the directives stipulated by HR for registration in the system.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
24
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
25
Tax management
GRI 207-1, 207- 207
We pursue a tax management policy that adheres to a set
of management directives and our tax management poli-
cy (find out more here). The Company's actions concerning
this issue are aligned with the office of the responsible
vice-president, the Board of Directors and the advisory
committees. Amongst these entities, the Tax Committee is
responsible for deciding upon those matters that involve
risks, tax planning, adhesion and amnesties, decisions on
actions in the sphere of tax litigation, the impact of new
legislation and other tax-related matters that involve a
risk to the Company's image or which could have reper-
cussions in the Civil or Criminal spheres. The Board of
Directors, meanwhile, operates as the highest governing
body, approving the organization’s operations.
We operate in line with all international and local tax
legislation. In order to ensure legal compliance, we have
independent auditors review our taxes once every quarter.
Aware of the impact that taxes have on the economic sce-
nario, our tax strategy is guided by principles of transpar-
ency and integrity. The Tax Board analyzes and manages
the tax impacts of our current and future commercial op-
erations and transactions, based upon business logic and
taking into account a long-term vision of sustainability
connected to the company's different areas of business.
All reports relating to anti-ethical concerns or behavior
are addressed to the Compliance team via the Trans-
parency channel which can be accessed not only by the
Company's employees, but also by third parties (partners,
suppliers, clients, etc.) and are made available on the BRF
Transparency channel website (canalconfidencial.com.
br) in Portuguese, English, Spanish, Turkish, French and
Arabic.
The process is reviewed whenever any type of opera-
tional procedure that may be liable to tax investigation
is observed. The Management of Tax Compliance is also
involved in projects developed by the Company's different
departments, with the intention of analyzing the process
and identifying any possible risk, proposing improve-
ments and the best way of correcting the situation.
Analysis is performed by means of an assessment of the
Tax Board’s SOx and NSOx controls, a review performed
by the external auditors (which report any possible risks
identified in the form of a report called an ‘Internal Con-
trols Letter’), as well as by means of reports obtained from
the ‘Big 4’ companies and law firms contracted to provide
legal opinions on the potential risks and the best means
of mitigating them.
The BRF Tax Board analyzes and manages
the tax impacts of our current and future
commercial operations and transactions,
always taking into account a long-term
vision of sustainability connected to the
company’s different areas of business
READ MORE
Read more details on BRF’s
compliance indicators in the
Annex
Risk
management and
opportunities GRI 2-12,
2-23, 2-24
We have a risk management model aligned with best
market practices. As such, we have adopted as a base
the ISO 31000 international norm, the 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).
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).
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 inte-
grated risk management. It should also be mentioned
that the Board of Directors is continually supported
by the respective advisory committees: Finance and
Risk Management Committee (CFGR) and Audit and
Integrity Committee (CAI).
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
26
Governance of risk management
Board of Directors
Finance and Risk Management Committee (CFGR) and Audit and Integrity Committee (CAI)
Executive Committee (Comex)
MANAGEMENT
1ST LINE
2ND LINE
The first line 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 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 Board
of Directors.
AUDITING
3RD LINE
The third line 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.
Furthermore, the Executive Committee (Comex) operates
directly with the Company's risk management, its princi-
pal responsibilities including, but not limited to:
• Supporting the PGRC and promoting the culture of
risk management;
• Assessing the risks and defining how they should be
addressed (response), adopting actions for their proper
mitigation and minimization of exposure;
• Establishing and monitoring the internal control
system; and
• Monitoring the priority indicators and risk mitigation
strategies.
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 continuous-
ly applied, with the aim of ensuring that the pre-estab-
lished directives are fulfilled and the Company's risks are
effectively managed.
2022 Integrated
Report
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
1
2
3
4
5
6
Value Generation
All the governance described is led by the Global Risks
Department, which has a mandate to ensure the proper
Indicators
and annex
27
BRF’s risk management process covers
the identification, analysis, assessment,
handling, reporting and ongoing monitoring
of the identified issues
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 consolidat-
ed in the Risk Map, which is revised periodically and de-
livered to the management team, the Board of Directors,
and their advisory committees.
Finally, the risk management is systematically monitored
by the management team, which supports the perfor-
mance of the actions designed to reduce the Company's
levels of exposure.
2022 Integrated
Report
Advances made during
the year
In order to mitigate risks and reinforce our culture of pre-
vention, we invest in a series of fronts.
Highlights from 2022 included:
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
28
Integrated analysis and
management of risks:
Maintenance of our EESG commitments
and the topics relating to them in our
risks routine and our Capex/investments
decisions.
Communication
We continued making advanced in
our internal communication on the
management of risks and internal controls,
through institutional content, videos,
webinars and meetings with senior
management;
BRF management programs
Advances in the maturity of the topic of the
risks involved in different actions, such as in the
‘Operational Excellence System’ (SEO) and the ‘More
Excellence Program’;
Improvement in BRF’s risk
MANAGEMENT
We continue moving forward with the actions forming
part of our Maturity in Risk Management Plan, focus-
ing on improving the digitalization processes, and
guaranteeing the ongoing updating of the Risks Map,
together with our sustainability commitments and
business vision, whilst also reinforcing the connection
of interdependence between the different factors to
which we are exposed due to the nature of the busi-
ness, our global presence (subject to many different
norms and regulations), and the relationship between
financial and non-financial aspects in the success of
our strategy.
Over recent years, we have been monitoring differ-
ent topics that are directly and indirectly linked to the
continuity and longevity of the business, including
sanitary and technical restrictions, possible epidemics,
data protection, tax, exchange and political-economic
issues, and, in relation to EESG matters, climate as-
pects and regulatory environmental compliance.
2022 Integrated
Report
Principal risks and opportunities
Below is a list of the leading categories and types of risk to which we are
exposed: As in previous years, we are presenting this in relation to the
capitals accessed and transformed by the Company; their nature; and our
measures concerning the response, mitigation and control as well as the
associated opportunities.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
29
Sanitary and technical restrictions
SASB FB-MP-250a.4, GRI 3-3: Material Topic (Quality and safety of the
products)
kets will react to any possible positive cases confirmed in
Brazil, but it is important to stress that the country does
not suffer from the disease.
Affected capitals:
Social capital and Natural capital
What is the risk?
Outbreaks, or the fear of outbreaks, of any diseases
amongst the animals can lead to the cancellation of
orders from our clients and lead to negative publicity that
could result in having an adverse material effect on the
consumer demand for our products. Furthermore, out-
breaks of animal diseases in Brazil can result in actions
taken by foreign governments to close export markets.
How do we manage this?
In the global arena, the sanitary perspective also poses
the risk of embargoes. African swine fever in some coun-
tries in the Americas brings with it the risk of closure of
markets in case of an outbreak in Brazilian territories. Es-
pecially in the last few months of 2022 and the beginning
of 2023, the region of the Americas saw an increase in the
cases of bird flu in countries such as Canada, the United
States, Mexico, Argentina, Uruguay, Colombia, Chile, Vene-
zuela and Peru. There is no certainty as to how the mar-
What opportunities exist?
The quality and safety of the foods are non-negotiable
assets that form an integral part of our strategy and man-
agement system, and which run through our entire value
chain. We believe that the main strategy for the preven-
tion and control of sanitary issues lies in biosafety being
effectively applied in all links of the chain.
Food quality and safety
GRI 3-3: Material Topic (Quality and safety of the products)
Affected capitals:
Social capital and Natural capital
What is the risk?
Food health and safety risks relating to our business and
the food industry as a whole can adversely affect our
production and transportation processes, as well as our
ability to sell our products.
How do we manage this?
The quality and safety of the
foods are non-negotiable
assets that are part of our
strategy and management
system, and which run through
our entire value chain.
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
30
BRF has established three commitments: Safety, Quality
and Integrity. The Quality Policy establishes our commit-
ment to the quality and safety of our foods, the priority
given to meeting all the legal requirements, and satis-
fying the needs of our clients and consumers. We have
Corporate Regulations that standardize all the processes
relating to quality at our production units. Furthermore,
through our excellence programs such as ‘SEO’, ‘More
Excellence’ and ‘Ideal Store’, we have strengthened ful-
fillment of the standards defined in the company's dif-
ferent departments, advancing how non-compliance is
addressed for the continued improvement of the BRF
quality system. Indeed, this improvement is strengthened
by means of internal and external audits, with the inter-
nal ones evaluating the adherence of the internal proce-
dures to legal requirements and client and certification
standards (undertaken annually by the Corporate Quality
Assurance Department), whilst the external ones consider
the internationally recognized GFSI standards.
BRF’s units hold a number of quality certificates includ-
ing BRC, IFS, Global-GAP, AloFree, Certified Humane and
ISO17025, amongst other considered as being distinc-
tions in the market. In addition to this, BRF is audited
externally by different markets and clients, as well as the
relevant Brazilian organs, such as the Ministry of Agri-
culture, Livestock and Supply (MAPA) and the National
Sanitary Surveillance Agency (ANVISA).
Exchange and political-economic risks
Affected capital: Financial capital
Commodities and the cyclical nature of the business
GRI 3-3: Material Topic (Management, transparency and traceability of
the supply chain)
What is the risk?
The geopolitical challenges and uncertainties arising due
to the military conflict taking place between Russia and
Ukraine could have an adverse material effect on the glob-
al economy, logistics, and the prices of certain materials
and commodities as well as our businesses. Over recent
years, the macroeconomic scenario has been extremely
challenging, with field variation, increasing inflation and
the high interest rate. The year 2022 closed with the basic
interest rate (Selic) at 13.75%, the highest it has been
since January 2017. This scenario of high interest rates
and the Brazilian Real still being highly devalued (with the
dollar closing the year worth around R$ 5.3, against R$ 5.4
at the end of 2021) presents risks that could negatively
affect our competitive standing and generation of reve-
nue, since the prices of many of the commodities that are
essential for maintaining production are tied to the dollar.
Affected capitals:
Financial capital and Natural capital
What is the risk?
Our operational results are subject to the cycles and volatil-
ity that affect the prices of commodities, poultry and pork,
which can have an adverse effect on our whole business.
How do we manage this?
Both in Brazil and abroad the industry is characterized by
cyclical periods of higher prices and greater profitability,
as well as lower prices and less profitability. Within this
context, we study the sector movements and volatility of
commodities in depth by closely monitoring 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.
How do we manage this?
We continually monitor all the contexts of the markets in
which we operate through consultants, local monitoring,
associations and other mechanisms. We administrate part
of our exchange rate risk through foreign currency deriv-
atives instruments and future cash flows of exports in US
dollars and other foreign currencies.
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 – as well as careful planning of the
production, and meeting the demands of different global
markets.
What opportunities exist?
The opportunities involve a reinforcement of the business
intelligence instruments and the diversification of our
global activities in order to minimize our exposure to spe-
cific markets and risks.
2022 Integrated
Report
Climate risk
TCFD-2-a , TCFD-2.b, TCFD-2.c, SASB-FB-MP-440a.3, GRI 3-3: Material
Topic (climate change, water and energy), 201-2
Affected capitals:
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 pro-
ductivity, animal welfare and the availability of water and
energy. These factors can adversely affect our costs and
operational results, including causing a rise in the price
of agricultural commodities. When this happens, there is
an impact on the costs involved in guaranteeing animal
welfare and production. Also as a result of climate change
we can be impacted in relation to those of our environ-
mental/EESG programs or certifications connected to the
reduction of exposure to climate change. Other important
Net Zero
by 2040
is the commitment that
BRF has made, our biggest
contribution to combating
climate change.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
31
factors associated with the climate include our depen-
dence on electricity in the operations (exposure, there-
fore, to the fluctuations in energy costs, blackout prob-
lems or supply crises); as well as regulatory alterations,
such as the pricing or taxation of carbon, and changes
in the legislation governing the emission of greenhouse
gases in Brazil and the other markets where we operate.
How do we manage this?
We have assumed public commitments to enhance 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 and we have
made significant advances in our means of control to
ensure the traceability of grains originating from the Am-
azon and Cerrado regions, as we aim to establish a chain
that is free from deforestation and with a low impact on
biodiversity. Using geospatial technology and data sci-
ence with investment of approximately R$ 618,000 per
year.
What opportunities exist?
Our operations depend upon the use of energy sources.
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 miti-
gating the emission of greenhouse gases, these invest-
ments bring economic opportunities by offering compet-
itive production values and potential cost reductions over
the next 15 years.
Environmental compliance and access
to water and energy resources
Affected capital:
Natural capital
What is the risk?
Just as a lack of water affects any human activity, in the
case of BRF, the impact of water shortages can be signifi-
cantly felt throughout its production chain, especially in
relation to the irrigation of grains for the production of
animal feed, providing water for animal consumption or
our productive processes.
How do we manage this? Within our system of envi-
ronmental management, we have established a series
of guidelines for gauging the water vulnerability of our
plants, monitoring our consumption to be able to ration
the use of water in our processes, and implementing
corrective actions and contingency plans for when this
risk arises. We also have plans in place to prioritize invest-
ments in the transportation of water to our productive
units, as a means of increasing the capillarity of our me-
tering and for the reuse and recycling of this resource.
What opportunities exist? Our opportunity drivers
involve the evolution and ongoing improvement of our
water management, thereby boosting the potential for
water recycling and reuse, increasing the capillarity of our
metering, eliminating waste and finding technologies that
streamline the use of water in our operations.
2022 Integrated
Report
Trade barriers and market
protections SASB FB-MP-250a.4
Affected capital:
Financial capital
What is the risk?
More rigorous commercial barriers in our leading export
markets can negatively affect our operational results.
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. Furthermore, many developed countries
use direct and indirect subsidies to increase the compet-
itive standing of their own 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 consid-
ering new regulations that could reduce the access that
certain products have to the market. Since 2017, the
Chinese government has been performing anti-dumping
investigations in relation to Brazilian exports of whole
chickens and chicken cuts, including our exports. Simi-
lar moves have been implemented by the South African
government, but these have not involved investigations
into BRF, although they could result in new restrictive
measures. The South African government decided to
impose a provisional tariff of 265% for companies which
do not request individual defense, as was our case. It is
not certain whether the local government will impose
further restrictions on poultry and/or food commerce.
There have also been changes underway in Saudi Arabia,
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
32
one of our leading importers, which reduced the validity
period for chicken from one year to 90 days, which they
communicated to the World Trade Organization, although
the country closed the investigation in August 2021. To
circumvent these challenges, we paid close attention to
international events concerning governments and au-
thorities and sought to guarantee assertive planning of
supply, demand and production amongst BRF’s units both
in Brazil and overseas.
What opportunities exist?
We have continued focusing on the evolution of our
processes and on guaranteeing the confidence of the
authorities, as well as the certification of the plants and
our active participation in trade agreements that contrib-
ute to BRF’s business and to the needs of the different
markets. We continually monitor all the the markets in
which we operate through consultants, local supervision,
associations and other mechanisms. Furthermore, we are
strengthening our processes relating to products with
higher aggregated value.
Data Protection and Cybersecurity
GRI 3-3: Material topic (Ethics, integrity and compliance)
Affected capitals: Intellectual capital and Social capital
What is the risk? We are subject to the risks associated
to non-compliance with applicable data protection laws,
and we can be negatively affected by the imposition of
fines and other types of penalties. Violations, interrup-
tions or defects in our information technology systems
(including as a result of cybersecurity attacks) can inter-
rupt our operations and negatively impact our businesses
and reputation.
How do we manage this? We are constantly working
to ensure the security of our technological environment
and protection of our assets. We have adopted a compre-
hensive approach that involves a wide range of technolo-
gies, policies and contingencies. We hold regular training
sessions designed to raise our employees’ awareness of
information security practices, with the aim of ensuring
that they are all engaged in keeping our cybernetic sys-
tems and the integrity of our data safe.
To meet the increasing regulatory demands and guaran-
tee protection of the personal data that we handle, we
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
33
have developed a comprehensive privacy program. This
program includes measures designed to identify and
classify personal data, consent management, protection
against threats to data security and constant monitoring
to ensure compliance with regulatory demands, such as
the General Personal Data Protection Law (LGPD), that
has been in effect in Brazil since 2020.
Furthermore, we have implemented mechanisms to con-
tinually monitor and review our security policies and pro-
cedures. We are committed to maintaining our approach
to information security, always updating and constantly
evolving, with the aim of guaranteeing the best possible
protection for our technological assets and the data that
we handle.
Tax
Affected capital:
Financial capital
What is the risk?
Changes to the tax laws or their interpretation can in-
crease our tax burden and, as a result, negatively affect
our operational results and financial situation. Further-
more, 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 also
subject to the Transfer Pricing laws and regulations of
each country or region where the related companies are
domiciled. We have also implemented a Tax Management
Policy that establishes directives, roles and responsibil-
ities relating to tax compliance, a topic that has its own
management team responsible for ensuring adherence
to currently applicable legislation at federal, state and
municipal levels; reducing risks and improving our inter-
nal processes (find out more about this in our Policy on
Related-Party Transactions and the Tax Management Policy).
Furthermore, we have a matrix of SOX and NSOX controls
in the Tax Department, the purpose of which is to guaran-
tee the accuracy of the information. The strategic topics
and initiatives connected to taxation are evaluated by the
Tax Committee whilst the Vice-President of Finance and
the directors of the department have the power of veto. If
necessary, these issues are the object of decisions taken
by the committees and/or corporate bodies.
What opportunities exist? The most important tax pro-
cesses 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 stakehold-
ers.
Our approach to cyber risk and data protection
combines policies and procedures, as well as
the directives of our privacy program.
2022 Integrated
Report
BRF quality
GRI 416-1, 416-2, FP5
Quality is a non-negotiable commitment for BRF. We
believe that our reputation, image and ability to generate
value are intrinsically linked to our adherence to the pre-
cepts of quality in the processes and food products that
are global benchmarks.
Over recent years, we have broadened our understanding
of the concept to go beyond the adhesion of our prod-
uct portfolio to include sanitary, nutritional and sensory
criteria. We are also attentive to the perception of quality
and the diligence in performance of the processes taking
the products from the farms to the points of sale, in order
to protect welfare and fulfill our aim of delivering healthy
and tasty food that has been produced responsibly with-
out complications or impacts.
The BRF Quality System leads us to seek the best solu-
tions to mitigate dangers, ensure coherence between
discourse and practice in the application of our policies,
establish clear governance concerning the matter, and
direct investments and programs towards guaranteeing
quality. At BRF, 100% of our products and categories are
included in an evaluation of the impact on the consumer’s
health and safety.
For BRF, quality management is a tool for managing both
real and potential impacts on the lives of consumers - and
one of our sustainability material topics. As well as the
BRF Quality System and our corporate policy on the issue,
we also monitor indicators relating to non-compliance,
treaties, deviations from quality standards, and risks and
dangers, planning improvements and mitigating poten-
tially negative impacts. We also consider our contacts
with consumers and clients as inputs for understanding
potential problems or opportunities for improvement. The
matter of quality and safety of our products was highlight-
ed in our most recent materiality process, with the per-
spective of the publics consulted playing an essential role
for us to be able to refine our understanding and compre-
hension of all that quality covers.
Our assessments of BRF’s impact on
the health and safety of the consumer
cover 100% of our products and
categories
Responsibility for the product
SASB FB-MP-250A.2, SASB FB-MP-250A.3, GRI 3-3: Material Topic
(Quality and safety of the products) 416-1, 416-2
We formally established our commitment to quality
through the implementation of norms that standardize
all the processes, guaranteeing a standard of excellence
at all our production units. Each one of these units has
implemented an HACCP (Hazard analysis and critical
control points) plan. These plans involve an evaluation
of the severity versus likelihood of occurrence of the
hazards that exist in each production process.
By means of initiatives such as Operational Excellence
System (‘SEO’), ‘More Excellence’ and ‘Ideal Store’, the
care shown to our product covers the entire production
chain. We have strengthened fulfillment of the stan-
dards defined and identified any non-compliance based
upon the directives for ongoing improvement contained
in BRF’s quality system. Internal and external audits
are conducted independently by the Corporate Quality
Assurance department and by external organizations.
In addition to this, we adopt the Quality Index, which
analyzes and monitors complaints, compliance with
the products’ sensory standards, and the results of our
performance in micro-biology performance.
Another important practice relates to the management
of the creation, production, and slaughter of animals;
in 2022, we took important steps forward in the digital
control of sanitary aspects and vaccine protocols, the
study of products that can act as alternatives to antibi-
otics and a review of our biosafety protocols (read about
this in more detail in Animal Welfare).
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
34
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
35
In 2022, there were 44 cases of fines and penalties for
noncompliance relating to impacts on health and safety
caused by products and services. All of these cases have
been studied in detail to avoid occurrences of a similar
nature happening again.
Also in 2022, we conducted two recalls, involving the with-
drawal from circulation of products being sold by BRF PET,
but which had been manufactured by third parties. The
first case involved the dental ‘sticks’ produced by the Bas-
sar brand, following cases of dogs becoming intoxicated.
Following this, BRF PET voluntarily recalled the pet treats
being sold under the Patense group’s ‘Pets Mellon’ brand.
Both these recalls are in progress, with conclusion expect-
ed in 2023. The weight of the recalled products totaled 2.2
tons.
Initiatives such as the ‘Operational
Excellence System’ (OES), the ‘More
Excellence’ and the ‘Ideal Store’, mean
that care for the quality of our product
is implemented throughout BRF’s
production chain.
Use of GMOs
According to the needs of our consumers, we supply
ingredients and products both with and without
Genetically Modified Organisms (GMOs). We do not
produce or plant GMOs, but we understand that
such organisms may possibly be used in the produc-
tion chain.
We work on technological innovations to expand
food supply, provided they are safe and duly certi-
fied along the chain.
Regulatory agencies such as the European Food
Safety Authority (EFSA), and the National Technical
Commission on Biosafety (CTNBio), in Brazil, have
concluded studies on the production of GMOs and
derivative ingredients that confirm their safety for
human consumption.
All of our products containing GMOs provide infor-
mation for the consumers, in accordance with the
national and international legislation applicable to
each market. Find out more here.
2022 Integrated
Report
Certifications and audits
GRI 3-3: Material Topic (Quality and safety of the products), FP1, FP2
In addition to all the controls and criteria, our quality sys-
tem and the certification procedures we have implement-
ed all undergo audits relating to animal welfare, quality,
the environment and safety. We also subject ourselves to
external audits relating to the certification of the pro-
cesses in accordance with different international norms,
amongst which are the ISO 9001 (Quality Management
System) and BRC (British Retail Consortium) and IFS (Inter-
national Feature Standards) quality certifications.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
36
Our clients also perform external audits on BRF plants
certified for exportation in Brazil, Turkey and Abu Dhabi.
Furthermore, we have a certification program for our
suppliers that is based upon international certification
requirements in accordance with the Global Markets
program established by the Global Food Safety Initiative
(GFSI). In 2022, 95% of the installations operated by our
suppliers were GFSI certified.
In the field, our production processes are continually
checked and audited both by our clients and by interna-
tional entities. Amongst the certifications that we hold in
this area are the ‘Global G.A.P’ for livestock production and
‘Certified Humane’, for animal welfare seals.
Finally, regulatory agencies, such as the Ministry of Ag-
riculture, 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, attesting to the compliance of
our practices with the applicable legal requirements. We
have also obtained the Authorized Economic Operator
(AEO) certification, which is issued by the Brazilian Federal
Internal Revenue Service, qualifying us as a safe and reli-
able company in our Overseas Trade Operations.
Plant Approvals
We should further highlight our plants’ export certification
processes for trading with international markets. From
technical preparation to obtaining new qualifications, this
process relates to the provision of proof of different stan-
dards and aspects of quality that vary depending upon
the regulatory scenario of the specific countries.
In the second half of 2022, we made significant advances,
with our plants obtaining 16 new export certifications to
countries such as Canada, Mexico and Japan. In Cana-
da, for example, the authorizations related to fresh and
frozen pork meat and cooked poultry, certifying our plants
located in Toledo (PR) and Campos Novos (SC). The Cam-
pos Novo plant, one of our newest, is certified for export
to South Korea, China, Japan, Singapore, Hong Kong, Rus-
sia, Ukraine and Moldova, as well as Paraguay, Uruguay
and Argentina.
At the end of the year, our plant in Lajeado Minuano
regained its certification to export to China, after it had
been suspended, and, in 2023, we have plans on our
radar to make further inroads into China as well as into
the Americas, such as the Mexican market, and Europe,
adopting the relevant benchmark standards in quality and
safety. Also in 2022, the Kizad plant, in the United Arab
Emirates, was recertified for exports to Saudi Arabia.
2022 Integrated
Report
Third Party certifications in accordance with international
regulations within the Food Safety Management System
Final product/Raw-material
1
2
3
4
5
6
BRC
IFS
FSSC22000
ISO22000
Presentation
2020
Brazil
(Marau, Chapecó, Capinzal,
Toledo, Paranaguá)
Brazil
(Serafina Corrêa, Dourados, Rio Verde,
Toledo, Uberlândia, Dois Vizinhos,
Concórdia, Videira, Tatuí)
Turkey
Izmir chicken, Izmir
turkey, Bandirma and
Elazig)
Our way of
doing business
2021
Brazil
(Marau, Chapecó, Capinzal,
Toledo, Vitória do Santo Antão,
Paranaguá)
Brazil (Serafina Corrêa, Dourados, Rio
Verde, Toledo, Uberlândia, Dois Vizinhos,
Concórdia, Videira, Tatuí, Francisco Beltrão)
Turkey
Izmir chicken, Izmir turkey, Bandirma and Elazig)
Saudi Arabia
(Joody)
United Arab Emirates
Abu Dhabi (Kizad)
Our strategy
Culture and
Engagement
2022
Brazil
(Marau, Chapecó, Capinzal,
Toledo, Vitória do Santo Antão,
Paranaguá, Lajeado Minuano)
Brazil
(Serafina Corrêa, Dourados, Rio Verde,
Toledo, Uberlândia, Dois Vizinhos, Concórdia,
Videira, Tatuí, Francisco Beltrão, Lajeado
Minuano)
Turkey
Izmir chicken, Izmir turkey, Bandirma and Elazig)
Saudi Arabia
(Joody)
United Arab Emirates
Abu Dhabi (Kizad)
Value Generation
Production certified in international food safety regulations by an independent organization (in tons)1 FP5
2020
2021
2022
Indicators
and annex
37
Total food production
5,269,423.00
5,641,720.00
5,559,102.00
Production of foods manufactured at operational units certified in
internationally recognized food safety management regulations by an
independent organization
1,784,847.00
2,287,065.00
2,647,338.00
Percentage of foods manufactured at certified units
33.9%
40.5%
47.6%
1 Certified units: Brasil - Marau (poultry and industrialized foods); Serafina Corrêa (poultry), Lajeado Minuano (poultry), Chapecó (poultry and industrialized foods); Capinzal (poultry and industrialized foods),
Concórdia (poultry, pork, sausages and matured sausage products); Videira (bacon); Toledo (poultry and industrialized poultry foods); Francisco Beltrão (poultry - chicken); Dois Vizinhos (poultry); Paranaguá (oils
and margarine); Rio Verde (poultry); Uberlândia (oils and margarine); Vitória do Santo Antão (oils and margarine), Tatuí (industrialized products), Dourados (poultry - through until November/22). Abu Dhabi -
Kizad (industrialized products), Saudi Arabia - Joody (industrialized products), Turkey - Izmir (chicken); Izmir (turkey); Elazig (poultry); Bandirma (poultry and industrialized products)
2022 Integrated
Report
Partnership with clients and consumers
GRI 3-3: Material Topic (Quality and safety of the products)
We recognize that the confidence of those who acquire,
sell or consume BRF products is essential to the growth of
our business and brands. We invest in actions that range
from the nutritional profile of products to the quality of
the deliveries and processes, including improvements to
the relationship channels and understanding the profiles
and needs of the dozens of markets in which we operate.
sumer Defense Code and focused on constantly striving
for excellence in customer services. For the second con-
secutive year, we were awarded the Modern Consumer
Award for Excellence in Customer Services and for the
10th consecutive year, we were awarded the ‘Reclame Aqui
Award’, whilst also being directly recognized by our con-
sumers, as can be noted in the internal ‘NPS’ indicator.
Be it to serve our clients (different sized companies, pro-
cessors, distribution companies and points of sale around
Brazil and the rest of the world), or be it to serve our end
consumer, BRF bases its activities on transparency, eth-
ics and its commitment to quality and safety, as well as
the ongoing objective of providing positive experiences
with our products and services at their different points of
contact.
Within the channels forming the basis of our relationship
with our consumers and clients, the operations of our
Customer Services Center (SAC) are guided by the Con-
Our ongoing investments in digital transformation, added
to a personalized and individual service, allow BRF to be
fully available to promptly and attentively meet consumer
demands. We provide a platform where the processes
are managed in real time (thus guaranteeing speed and
flexibility in the responses and discussions), and different
relationship channels - including a virtual assistant, ser-
vices via WhatsApp, portals and social media, as well as the
traditional service channels such as telephone, ‘Contact us’
(on the website) and e-mail, which are all fully integrated
to offer the client a centralized experience. In 2020, 82% of
the cases registered with Customer Services in Brazil were
neutral or positive, and 18% were complaints.
In 2022, for the second consecutive
year, we received the Modern
Consumer Excellence in Client
Services Award
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
38
BRF online
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
www.brfingredients.com/pt-br
www.brf-global.com/brf-pet
Our social media pages
www.facebook.com/wearebrf
www.instagram.com/brf_global
www.linkedin.com/company/brf
www.youtube.com/user/brfglobal
www.twitter.com/BRF_Brasil
2022 Integrated
Report
We have made innovations in our partnerships with
clients and consumers by means of the implementa-
tion of the ‘customer experience’ program, based upon
the ‘NPS’ – ‘Net Promoter Score’. We actively collect the
opinions of our customers and clients at their different
points of contact with the company and continually an-
alyze the feedback, with internal data and negotiations,
as a means of providing the company with retroactive
input from the consumer and ensuring ongoing im-
provements to the processes, whether they relate to the
products or the services provided.
The partnership with our customers is also maintained
through ongoing contacts designed to understand
our products, categories, trends and performance in
different markets and locations. With these results to
hand, we look to study possible innovations as well as
improve the satisfaction with our brands. In 2022, we
performed studies that mapped out trends, customer
behavior, concepts and product performance.
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Data privacy GRI 418-1
BRF recognizes the importance of protecting our stakehold-
ers’ privacy. As such, we have a Privacy Policy and pursue
actions to ensure that our practices are in compliance with
the General Data Protection Law (LGPD). In 2022, there were
no complaints or events involving violation of privacy or loss
of client data.
Indicators
and annex
39
1
2
3
4
5
6
Our policies and service channels for data
subjects:
Global BRF
www.brf-global.com/politica-de-privacidade
www.perdigao.com.br/politica-de-privacidade
www.perdigao.com.br/contato
www.sadia.com.br/politica-de-privacidade
www.sadia.com.br/fale-conosco
www.qualy.com.br/politica-de-privacidade
www.qualy.com.br/fale-conosco
2022 Integrated
Report
Marketing, labeling and communication
GRI 3-3: Material Topic (food safety), 417-1, 417-2, 417-3
Our registration and labeling department checks all the
necessary legal requirements (name, list of ingredients,
claims, lettering size and nutritional table, safe use of
the product, safety in preparation, handling suggestions,
storage and refrigeration, and substances which could
have an environmental or social effect, amongst others) in
100% of the product categories and in all label alteration
projects. We pay great attention to our communication,
which involves elements of integrity, transparency and
clarity in the presentation of the products’ attributes.
The packaging, inputs and raw-materials used comply
with an internal ratification model, involving the technical
departments (R&D and Quality) with audits performed
during the different outsourced manufacturing process-
es in order to check for compliance with all applicable
regulations and our sensory requirements. There are also
checks performed on all the raw materials and ingredi-
The packaging, inputs and
raw-materials used in 100%
of our products are subject
to an internal ratification
model, involving outsourced
manufacturing process audits.
ents added to the products, as well as the packaging that
either has or could have direct contact with our products.
In relation to recyclable packaging, BRF’s labels specify the
recycling category to which each of the packaging items
belongs and the correct forms of disposal, in accordance
with ABNT NBR Standard 13230.
In order to attest to the quality of our products, we study
the insertion of additional information, including recycling
and selective waste collection seals, and certifications re-
lating to specific markets (such as Halal, related to Islamic
standards).
In relation to packaging that can be recycled, BRF speci-
fies on the packaging itself the particular recycling cate-
gory which each of these packages belongs to and the
correct forms of disposal, in accordance with ABNT NBR
Standard 13230.
In 2022, we had six cases of non-compliance of labeling
or packaging involving regulations and voluntary codes
in relation to the information and labeling of products
and services. Through an event that was registered with
Procon, we also identified one case in which a consumer
complained of a misleading advertisement due to the dif-
ference of the image of a product on the packaging and
the number of ingredients actually present in the product.
All BRF S.A. judicial and administrative processes are con-
trolled by the company’s own legal processes manage-
ment system, and all are duly addressed and resolved.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
40
2022 Integrated
Report
Nutrition and healthiness GRI 3-3: Material Topic (Food
safety) FP5, FP6, FP7
Aware of the global food challenges, we have been
working together with the Brazilian Foodstuffs Industries
Association (ABIA) for ten years in support of healthiness,
and over the last year we have worked on development of
a nutritional strategy guided by an holistic and integrative
approach founded on the pillars of the Access to Nutrition
Initiative (ATNI), which guide our nutrition guidelines:
We aim to constantly improve our products, investing in
lines of research and technological innovation designed
to improve the nutritional quality of the products, with the
primary aim of reducing the levels of sodium and saturat-
ed fats. We aim to offer a diverse and balanced portfolio,
to meet the different nutritional needs of the consumers
and demands of the market.
We work in line with the constantly evolving strategic,
market and commercial objectives of the business on a
constant journey of evolution.
In 2022, we launched around 70 new products, such as,
for example, the vegetables forming the Veg & Tal Sadia,
line, chicken joints as part of Assa Fácil in the Sadia Bio
line, and Ready Meals with rice, chicken and creamed
corn.
We operate in categories that provide opportunities for
improvements in production, monitoring the trends in
current legislation, such as RDC n° 429, dated 2020, and
IN n° 75, also dated 2020, which address the new nutri-
tional labeling of foods in Brazil,
We contribute with access to high-protein food sources
through a solid distribution network, supplying products
throughout the country. We support initiatives aimed at
reducing food waste through actions together with the
BRF Institute and we are constantly working to reduce
food loss, through efficiency in the chain and sustainable
practices.
We defend balanced consumption and healthy habits,
suggesting consumers adopt balanced combinations for
different meals (https://www.sadia.com.br/menu-da-sem-
ana), whilst we also care for the health and quality of life
of our employees.
We have a responsible marketing policy, complying with
all local regulations.
We ensure clear and transparent nutritional information,
in compliance with all current local labeling legislation.
We take a sector-based, ethical, transparent and responsi-
ble approach to operations with interested parties related
this issue.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
41
2022 Integrated
Report
Driving innovation
BRF has taken significant steps forward in its digital inno-
vation and transformation agenda. Both these fronts sup-
port sustained growth and business efficiency, helping us
to offer increasingly efficient and economic quality foods
to our customers - from the field to the table.
Our digital innovation and transformation projects have
been accelerated throughout the chain, involving the
integrated producers, farms, productive units, businesses,
distribution centers and corporate processes, until our
products reach the end consumer. The initiatives include
issues such as animal welfare, control over the origins
of the grains and quality of the foods, as well as devel-
opment of new lines of products and businesses - from
the perspective of the growth plans set out in our future
vision.
At the Innovation Center, we are constantly performing
studies to improve our products. The BRF Hub, mean-
while, acts as BRF’s connection channel with the open
innovation ecosystem in Brazil and overseas, developing
initiatives such as the Challenges Program, which once
a year brings together innovative solutions developed
by startups and academic researchers to help resolve
the company's strategic challenges. After only being in
existence for three years, the BRF Hub has already es-
tablished 570 connections with startups. One of these
connections is with the Israeli startup Aleph Farms, with
which BRF has established a partnership and become the
first Brazilian company to enter the cultured meats mar-
ket, a strategic field for the future.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
42
After just three years of existence,, the BRF Hub
has already established 570 connections with
startups. Over the course of four years of the
‘Innovations Scouts’ program, for example, we
have collected around 2,000 innovative ideas
from our employees.
Knowledge creation
Whenever BRF brings technology and knowledge
into its activities, the benefits are evident not only
to the Company but also to society as a whole. In
particular, the cooperation and synergy between
BRF and the academic world have been extreme-
ly fruitful. These projects have taken the form of
Masters and Doctorate research work to create
and test new technologies.
So far, BRF has made more than 20 presentations
at congresses and established cooperations with
Brazilian universities in states such as Santa Cata-
rina, Rio Grande do Sul, Paraná and São Paulo, as
well as a number of foreign institutions. The Com-
pany has registered one patent arising from these
partnerships and another one is one the way.
BRF also believes in the power of ‘bottom-up’ innova-
tion, or in other words, ideas and suggestions made by
our own employees. The ‘BRF Garage’ is the project re-
sponsible for encouraging entrepreneurship within the
Company involving the participation of multi-functional
leaders. Amongst the initiatives developed as part of
the BRF Garage, the one which stands out the most is
the ‘Innovation Scouts’ program, by means of which we
drive our culture of innovation and propose new busi-
ness models amongst our internal stakeholders.
Created just four years ago, this initiative has already
served as a platform for around 2,000 ideas, which can
be put forward as proposals following analysis which
considers both adherence to the Company's objectives
and implementation viability. Those responsible for
the three best ideas each year receive a cash award, as
well as the opportunity to present their business plan
and possible prototypes to the BRF Board. They then
participate in a business design workshop offered in
partnership with a teaching institution, which assists
them in developing their business plan.
2022 Integrated
Report
Portfolio and brand
We are aware of the need to quickly and reliably introduce
innovations that meet the needs of our consumers in
Brazil and elsewhere in the world. Our innovation agenda
is guided by research into trends, monitoring changing
habits, and studies at our Innovation Center.
In 2022, we restructured our innovation processes, with
the aim of strengthening the ties between the areas
responsible for brands and categories and the teams
working on research and development, structuring them
around the concept of ‘Growth Office’. As part of this work,
we have taken a closer look at our portfolio, aiming to
combine our customers’ preferences with concrete and
measurable market share results and the margin/share of
the innovation products in the Company's results.
The central aims of this work were to increase the con-
tribution of innovations to BRF’s results and more effec-
tively allocate funds to projects that firmly establish our
business vision. In 2022, we raised R$ 30 million through
this streamlining; at the same time, we directed our
innovation efforts to the core business, in categories and
platforms where we have already consolidated our po-
sition and on innovative fronts where we have a greater
perspective for growth.
We launched 106 innovations in 2022. We have increased
our investments in the processed foods category, which
represents a significant portion of our business, and start-
ed to once again offer products such as the Sadia brand
bulk sausages, consolidating our position with this brand
in both Brazil and the rest of the world.
We have invested in a study for the development of prod-
ucts in the 'hot bowls’ line, following a consumer trend
observed in different markets, focused on convenience
and practicality, without the need to transfer the food
onto a plate after defrosting and preparation. In 2022,
following the launch of ‘Mac ‘n’ Cheese’ in 2020, which has
seen good results ever since, we made preparations to
launch the hot bowls line in Carbonara, Baby Meatballs,
Broccoli and Bacon flavors - which entered the market at
the beginning of 2023.
Also in 2020, we introduced the Sadia Bio brand’s ‘Assa
Fácil’ line of chicken joints, combining aspects of sustain-
ability/traceability and certifications with convenient pack-
aging that can go straight into the oven, without needing
to be defrosted. The Bio line is focused on a sustainability
production line, with 15 producer families responsible
for the rearing of animals fed on 100% vegetable feed,
without use of antibiotics or performance enhancers,
whilst adhering to best practices of animal welfare, with
international certification from Certified Humane® and
WQS®. Another differential is the ability to track the entire
production chain by means of a QR Code on the label of
each product and the line’s website.
We have also relaunched traditional products, using
intelligent management that aims to draw results from
our different brands. At Perdigão, we are working hard
with special fresh cuts, ‘Our Menu’ ready meals, with
portions designed for two people, and fresh sausages, de-
signed for special situations such as barbecues. We also
launched the ‘Chester Pie’ in chicken with sausage and
cheddar, and chicken with leek and olive flavors.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
43
Our attention to the international markets was another
highlight. In the Halal markets we launched pre-marinat-
ed chicken breast in cubes, with spices adapted to the
local culture and habits. We have also invested in mar-
keting cuts such as individually frozen and spiced chicken
breasts, and processed foods, such as nuggets - in line
with our strategy to double our share in aggregated value
products in the Halal markets within three years.
R$ 30 million
raised
through the streamlining of our
portfolio in 2022
2022 Integrated
Report
Excellence and digital
transformation
BRF believes in the transformative power of technology,
digital thinking and the striving for operational excellence.
To improve our results and historic levels, as well as to
firmly establish our growth plans, we are pursuing proj-
ects which allow us to reframe the business and make our
processes more streamlined, practical and effective.
We are constructing the business of tomorrow today, by
means of a series of digital initiatives and management
guided by data. By doing so, the Company can plan and
outline more robust and assertive strategies, always with
a focus on the result and the generation of value for the
clients, customers, shareholders and the entire produc-
tion chain. The actions, that range from the field to the
table, include the digitization of the agricultural operation
and incremental improvements at the industrial plants in
the different markets.
Our innovative solutions include the use of advanced
statistics and technologies such as cognitive intelligence
(chatbots), the Internet of Things (IoT), machine learning
and advanced analytics. One example of an initiative of
this type is the use of predictive models and machine
learning algorithms to predict the average price of chick-
en slaughter. Through this innovation, BRF can plan and
achieve the best cost-benefits between the time spent
rearing the animals and the right moment for their
slaughter (taking into consideration the different variables
that can influence this process, such as the availability and
quality of feed, climate, and housing and sanitary condi-
tions), thus achieving an important competitive advan-
tage.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
44
BRF was recognized in the ‘100+ Innovators in the Use
of Technology’ category awarded by IT Mídia in 2022 for
its 'Data Driven from Field to Table’ project. The initiative
forms part of the Company's digital transformation jour-
ney and can be added to the 52 initiatives implemented
during the year to provide greater agility and assertive-
ness in decision-making, with benefits for the chain as a
whole.
As well as promoting a culture guided by data, the Com-
pany has invested in ongoing learning and a culture of
innovation, making a new BRF Academy available - this
being a learning platform that can be accessed by all our
employees. In 2022, we reached more than 7,600 employ-
ees by means of the online ‘LearningFlix’ channel provided
through the BRF Academy and dedicated to the dissem-
ination of a streamlined culture, innovation and digital
transformation.
‘Go digital’ and ‘Be digital’: our agenda
holders, and Be Digital, in which we are taking a close
look at our internal processes, with tools and platforms
that provide greater efficiency and facilitate the employ-
ment journey of the Company’s almost 100 thousand
employees.
Amongst the internal processes that have already been
considered for digitization actions are employee attraction
and selection, digital admission, the self-service portal, the
learning platform, management of results, and develop-
ment, performance, succession and remuneration cycles,
Currently, all admissions at BRF in Brazil are performed
online, which simplifies and streamlines the process, as
well as improving the transparency of the new employee’s
onboarding process. More than 30,000 employees have
joined the company through this new process.
Digital Transformation at BRF is taking place on two major
fronts: Go Digital, where we are working on improving
our results through the modernization and digitalization
of the processes related to our business and to our stake-
Another advance in the Employee’s Journey has been
‘Flor’, the virtual assistant in the Human Resources depart-
ment. Available to our employees is Brazil and the Middle
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
East, she attends to more than 115,000 inquiries each
month, drawing upon artificial intelligence and machine
learning resources to clarify up to 1,075 questions, queries
and requests by means of an intuitive and easily accessed
service that is available 24/7.
We have also developed specific actions for our teams to
be able to think and act more digitally in the field, such as
the Middle East Sales Revamp, which has put new technol-
ogies directly into the hands of our sales representatives,
providing greater operational efficiency and reliability in the
transactions for the teams in the field to be able to replace
manual terminals and sales receipts, as well as centralize
the information in their smartphone, showing the status of
the orders in real time.
Another solution focused on the sales team in Brazil is
‘Tina’. With the personalized guidance and support provid-
ed by the app and the chatbot, the sales team can concen-
trate themselves on strategic activities, while Tina takes
care of the more mundane day-to-day tasks and offers
important information in real time. Furthermore, the reduc-
tion of the learning curve for new sales staff is a significant
benefit, since it helps to quickly integrate them into the
team and speed up their performance. Tina issues alerts
prioritizing business opportunities and preventing possible
shortages.
The transformative approach to our processes has been
highlighted in our innovation strategy over recent years,
being added to the digital approach in relation to our
clients and customers. In our digital transformation pro-
grams in 2022, we have structured and consolidated four
central fronts: Agro 4.0, Logistics 4.0, Commodities 4.0 and
Industry 4.0.
45
Below is a balance sheet of investments and highlights.
Recognition by IT Mídia, as
one of the most innovative
companies in the use of
technology in 2022
52
digital
transformation
projects implemented
in 2022
2022 Integrated
Report
Agro 4.0
The Agro 4.0 digital platform aims to increasingly
establish the connection with the integrated producers,
creating an ecosystem that meets their needs, facilitates
life in the field, creates lines of family succession based
upon technology, brings longevity to the process and
increases both the efficiency and sustainability.
More than 9,500 integrated producers, as well as 600
extension workers (veterinarians) make use of the Agro
4.0 platform, a digital product developed in-house which,
in 2022, was scaled up to global level to allow access by
integrated producers and extension workers in Turkey.
Presentation
Our way of
doing business
Read more about some of the leading actions:
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
46
1
2
3
4
5
6
Grain monitoring
Advances in the installation of sensors
on farms with data collected using IoT,
allowing the installations to be monitored
in real time, and providing better support
for decision-making.
Research performed together with
other areas
connected to production, such as those focused
on the genetic improvement of herds (biological
assets) and feed conversion (or in other words,
the relationship between feed consumed and
weight gain).
• Implementation of innovative respiratory
monitoring technology by a partner producer
in Lajeado (RS), currently in the performance
evaluation stage.
• Implementation of weighing by image and
growth curve by a termination/finishing partner
in Concórdia (SC), also in the evaluation stage.
• Expansion of the biological starter culture
production project, together with 30 partners,
which allows for the biodegradability of organic
material present in waste.
New features in the Next app
Through this technological platform, extension workers
can manage their routines more efficiently using tools such
as a logbook and an integrated checklist of their visits to
different locations, as well as access all the information and
notifications on the lots from their integrated producers.
The app also allows for registration of technical advice and
the monitoring of results.
AgroBRF – Producers’ Platform
This platform consists of an ecosystem that is connected
to all of the company’s satellite systems, providing the
producer with an extensive amount of information on their
lots, this being very important in the daily routine. This new
model of working based upon data collected online (which
are updated daily and processed using artificial intelligence
and machine learning tools) will help the Company to evolve
in terms of production and efficiency in the Agricultural
chain. The platform also involves communication features,
fleet tracking and a dashboard of indicators on the poultry,
turkey and pig chains.
2022 Integrated
Report
Commodities 4.0
The Commodities 4.0 Journey combines territorial intel-
ligence technology solutions and advanced analytics to
digitalize the Company’s entire grains acquisition process,
ensuring greater transparency, assertiveness and agility
in the procurement processes by connecting the pro-
ducers with BRF. As one of the branches of the journey,
it integrates our efforts to move forward on our public
commitment to guaranteeing the traceability of 100% of
the grains we buy from the Amazon and Cerrado regions
by 2025. This commitment is directly linked to one of the
fronts of the 2040 Net Zero Plan.
The project also optimizes BRF’s logistics positioning,
planning a better combination between the current and
future logistics positions to ensure a streamlined supply
to the production units. This activity is performed using
satellite monitoring of 7 million hectares of farmland in
7 Brazilian states and, with the help of a mathematical
algorithm and a data repository (including market data), it
allows BRF to identify the best moment to purchase corn
- thereby creating insights into the future price of grain
with a 24 month perspective, and allowing us to plan and/
or use grain stocks depending upon market fluctuations.
Another benefit of the platform is that it provides a full
and comprehensive vision of the transportation chain,
from the negotiation of the freight through to the delivery
of the grains to the factories. The automation of the pur-
chase confirmation emission process, legal contracts and
contracting of freight is performed through the Robotics
Process Automation system.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
47
Innovations with EESG benefits are on the radar for our
supply processes. In 2022, we developed an innovative
solution for the drying of grains at 14 branches in Bra-
zil. Under the new process, we have replaced the use of
wood logs with wood chips in the dryers, meaning greater
efficiency and safety, as well as cost reduction, thanks to
the automation - without having to transport the wood
logs manually. The process means a potential reduction of
up to 15% in the grain drying time and 60% in labor costs,
whilst also resulting in a more uniform generation of heat,
thus benefiting the quality of the grain, ensuring a more
economical use of the raw-material (chips, obtained from
our own reforestation projects and supplied by third par-
ties) and a reduction in the consumption of electricity.
BRF is committed to
guaranteeing the traceability
of 100% of the grains bought
from the Amazon and Cerrado
regions by 2025
2022 Integrated
Report
Logistics 4.0
Industry 4.0
Excellence programs
Another important front in relation to digital transforma-
tion is that of Logistics 4.0, with the focus being the mon-
itoring of the fleets; the joint development of solutions
relating to efficiency, emissions control, and health and
safety; as well as the quality control of the transportation
of live cargo, finished products and inputs.
In 2022, we expanded the fatigue control program, involv-
ing digital monitoring of drivers’ conditions, an essential
measure for the prevention of accidents and improve-
ment of safety rates. We have invested in optimizing the
routes through the use of more digital control over the
movements of transport vehicles forming part of the BRF
logistics chain.
Every one of BRF's production units in Brazil now form
part of the 4.0 platform dedicated to monitoring more
than 9,000 vehicles. Also in 2022, chatbots were intro-
duced into the logistics system, providing a new channel
of communication with the drivers working for the trans-
portation companies, improving request and response
times and improving the operating times as a whole. This
shows how technology is facilitating our day-to-day rou-
tines and increasing efficiency and productivity.
This journey includes an incremental modification of our
way of operating, with automation and real time obser-
vation of our industrial units through the installation of
sensors and advanced analyses.
The establishment of the business plan is increasingly
linked to an intelligent use of our industrial units, reduc-
ing inactivity, waste, absenteeism and accidents, and
optimizing process times.
In 2022, we implemented a digital solution at our 26 man-
ufacturing units in Brazil, raising the level of data manage-
ment and tracking, and optimizing the working routine.
The platform involves the digitization of 15 processes that
make up BRF’s Auto-control Programs (PAC), with more
than 5,000 people being impacted through the use of the
app and the recorded data concerning the monitoring
of the processes, thereby better streamlining the control
and solidity of the process.
Since 2022, the program has been simplified, with the
aim of improving performance and efficiency through the
use of manufacturing process indicators. Furthermore, a
synergy has been established between the SEO and the
‘More Logistics Excellence’ programs, aiming to integrate
the processes and optimize costs along the chain.
As a means of making improvements in this area, we
have an Operational Excellence (OpEx) System, involving
a set of actions relating to technological modernization,
digitalization and gains in productivity which, over the last
two years, has produced important results. Some of the
highlights include:
In 2022, our results were:
74%
reduction
of losses to the
industry compared to
20182
2 Baseline indicator
47%
reduction in loading
time compared to 20182
15%
reduction in industrial
accidents involving time
off work compared to
20212
0.5%
gain in productivity (man
hours/tons) compared to
20202
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
48
2022 Integrated
Report
Digital transformation
in figures
52 digital
transformation projects
implemented in 2022 and more than
40 initiatives
under way in 2023
Recognition for
the fourth
consecutive year from IT Mídia,
being placed amongst the most
innovative companies in the use
of technology
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
49
AGRO 4.0
9,000+
+ connected partners,
meaning 90% of our
integrated partners, and
600 extension workers on
the platform
Actions of note:
Monitoring in real time of farms
Next App with new functions
Expansion of the platform to Turkey
INDUSTRY 4.0
Implementation of a
digital solution for
quality checks at
100%
of our production
units in Brazil
QUALITY 4.0
PEOPLE AND SERVICES
30,000+
employees admitted online
115,000
contacts attended to per month
by ‘Flor’ from HR, our virtual assistant
New Learning platform for all
employees - the 'Digital Academy'
COMMODITIES 4.0
7 millions
hectares of monitored
farmland in 7 Brazilian
states
14
subsidiaries in Brazil
offering more efficient
solutions in grain drying
CENTRAL BRF
LOGISTICS 4.0
Digital control of
the fleets and working
conditions at
the transportation
companies
9,000+
vehicles monitored
27
BRF units in Brazil
with Logistics 4.0 actions
VIRTUAL
ASSISTANTS
MERCATO
AT HOME
2022 Integrated
Report
1
1
1
2
2
2
Presentation
Our way of
doing business
3 Our strategy
4
4
4
5
5
5
6
Culture and
Engagement
Value Generation
Indicators
and annex
50
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
51
BRF’s history of almost nine decades
has taught the Company many things
that, over time, it has incorporated into
its business vision. In 2022, we directed
our attention to the core of our
activities, aiming to maximize the value
created inside and outside our walls
- stimulating development amongst
communities and partners at the same
time as we deliver results consistent
with the organization’s potential.
The arrival of a new shareholder,
Marfrig S.A., boosted a broad revision
of the bases of the Company’s
priorities, which involved both growth
of the business and acceleration of
the programs set out in its strategic
planning.
Business environment
and planning
BRF’s strategy operates with a development process that
is guided by the expertise of its shareholders and ad-
ministrators, as well as a reading of the social scenarios,
micro/macro-economic and cultural policies that affect
the global food industry and the sectors and categories in
which it operates.
Our Board of Directors, with the support of the advisory
committees, is responsible for the definition and revision
of the strategic planning, as well as supervision of the
Company’s progress. It is the responsibility of the execu-
tive management, composed of the CEO, Vice-Presidents’
offices and Boards, to ensure that it is properly executed
through investments, programs and measures that en-
compass the global operations.
Our aim is to be a company offering products with ag-
gregate value that fully meet the needs of consumers in
the regions where we operate, having been developed
innovatively and sustainably. To achieve this, as well as to
achieve solid and stable growth, our current focus is to
optimize the allocation of capital; direct innovation into
those categories that contribute most to the margins; bal-
ance the relationship between our production chain and
demands of the market and the consumers; and invest in
digital transformation, our culture and the strength of our
brands.
These elements form part of our business plan, with
indicators concerning how, when and with whom we will
be growing, in line with the Sustainability Plan (read more
about this later on in this section). In 2020, we announced
our growth strategy, entitled “Vision 2030”, outlining how
we intend to be expanding the business and our global
presence. In 2022 we reviewed this planning in light of
the current business environment and the perspectives
for the animal protein sector around the world, in order
to adjust and simplify our processes - taking into consid-
eration the premises of agility, profitability and efficiency.
We are undertaking a broad review of our long-term strat-
egy and we will be announcing the new bases of the BRF
Vision at the proper time.
2022 Integrated
Report
Our business vision
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
52
Where we want to get to
Advance as an export platform
in the markets where we are leaders
and accessing new regions smoothly
and efficiently
A Company that is recognized
and active with convenient
products, recognized brands
and solutions that are consistent
with the needs of each specific
market
Leader in the pork
market in Brazil, with
a focus on aggregate
value
Innovative leadership
in segments of high
aggregate value, without
losing sight of profitability
and the return on investment
made in R&D projects
An Omnichannel relationship
with our customers and clients,
investing in service levels, our
own stores (‘Mercato Sadia’) and
expansion of our commercial
partner base
Digital transformation
from the field to the
consumer’s table, involving
the procurement, farming and
slaughter of animals, industrial
production and logistics
Expansion of the ready meals
portfolios, taking advantage of
a worldwide growth market
Our competitive
advantages
Presence in different regions, with
a structured production platform and
distribution capacity
Control of the production chain, with
opportunities to develop synergies all
over the world
Business growth linked to
environmental, economic, social and
governance (EESG) commitments and
ambitions, that reinforce our value in
society
Leading and preferred brands that
are recognized by the consumer –
Sadia, Perdigão, Qualy and Banvit
Value drivers
Investments in financial discipline
and optimization of industrial and
agricultural yield
Control of the Company's net
leverage, pursuing levels lower than
3.0x
Optimization of Capex, prioritizing
digital transformation, maximization
of the use of assets and operational
excellence in the integrated chain
2022 Integrated
Report
Market context
The global food industry has experienced a complex and
unstable year in the majority of the markets where BRF is
present. Different factors (amongst which, and most espe-
cially, are the tackling of Covid-19, the war in Ukraine and
other areas of political instability) have caused inflationary
pressures to spread into almost every country, generally
affecting many different types of production chain.
Amongst the increases that most affected BRF’s opera-
tions in 2022 were those connected to maritime freight,
diesel and products linked to animal feed and industrial
operations.
The impact of these higher costs was felt in the results.
In order to minimize its exposure to the risks and contain
the impact of the rise in prices, BRF developed actions fo-
cused on generating more efficiency. These ranged from
standardization of maintenance parts to the reduction of
waste and re-engineering of packaging.
In Brazil, specifically, the domestic market continued to be
affected by the sustained increase in inflation, which re-
duced the willingness to spend in the segments of some
of our customers, above all in products of aggregate
value. Inflation closed the year with the IPCA at 5.79%,
above the target of 3.5% established by the Central Bank.
Defaulting rose to very high levels, at around 30%, tight-
ening the consumers’ purse strings and leading to chang-
es in spending patterns and eating habits.
In terms of production, the chain remained promising and
important for the global animal protein market, despite
the risks of embargoes as a result of epidemics and dis-
eases affecting pigs and poultry. In 2022, pig farming ex-
perienced its third consecutive record year in Brazil, with
4.9 tons being produced. In relation to chicken in 2022,
exports reached 4.8 million tons. This data is provided by
the Brazilian Animal Protein Association (ABPA), which has
published positive forecasts for global demand and the
country’s export capacity for 2023.
In relation to the region of the Middle East, Turkey and
North Africa, where we achieve a great deal of our results
in the international market, issues such as rising infla-
tion in Turkey have arisen as specific challenges. Along
the same lines, the complicated energy scenario and the
chain that has been destabilized by the war in Ukraine
have affected both the exportations and our local pro-
duction platforms. On the other hand, there is growing
demand and interest from local governments in expand-
ing industrial and agricultural production - which, in 2022,
encouraged us to take measures such as the inauguration
of new plans and entering into new joint ventures.
In Asia, we should note a scenario that combines a de-
mand for food and a slowdown in growth, with particular
economic challenges for China after the decline of the
Covid Zero policies that the country has been subject to
in recent years and which affected the production chains
and economic and commercial results. On the other hand,
the demand for animal protein has remained high, with
positive perspectives for companies capable of address-
ing the trade protection measures adopted by this mar-
ket, a situation which has also been noted in the Middle
East.
In order to minimize its risk exposure and
contain the impact of the rising prices, BRF
promoted actions designed to make its
chain more efficient
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
53
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
54
Allocation of capital GRI 2-6
Grounded in our business vision and a cycle of strong
investments over recent years designed to increase our
production capacity, modernize our footprint, and expand
our presence in strategic regions, the Company has ex-
perienced a year in which a number of important projects
have been consolidated.
Our total Capex reached R$ 3.7 billion in 2022, a modest
increase of 1% over the previous year. During the year we
concluded a series of projects that were begun in 2020,
involving new industrial plants, partnerships and asset
modernization actions based upon the Industry 4.0 con-
cept, whilst we also prioritized the pillars of allocation of
funds for growth, efficiency and support, biological assets,
and commercial leasing.
Projects of special note over the course of the year in-
cluded actions designed to increase the capacity of some
of our plants in Brazil and Turkey, projects focused on re-
ceiving plant approvals for new markets, the construction
of ‘Mercato Sadia’ chain units, automation of production
lines, digital transformation projects focused on planning,
supply and sales, repositioning of industrial park assets,
and improvements in health and safety.
Below are listed some of our investment indicators and
leading projects and strategic transactions in Brazil and
elsewhere in the world in 2022.
Capex (R$ millions)
Markets
Efficiency
Support
Biological assets
Commercial leasing and others
Total
Total
Total M&A and sale of assets
Total M&A and sale of assets
Total – CAPEX + M&A
Total – CAPEX + M&A
2022
2021 ∆ 2022 and 2021 (%)
510
330
752
1,331
797
3,720
3,720
128128
3,848
3,848
729
198
669
1,228
857
3,681
3,681
971971
4,652
4,652
-30.1%
66.4%
12.3%
8.4%
-7%
1%1%
-86.8%
-86.8%
-17.3%
-17.3%
BRF’s Capex totaled R$ 3.7 billion in 2022, with
some of the main highlights being investments in
industrial plants and the implementation of digital
transformation in different areas of the Company.
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
55
Joint venture in Saudi Arabia
A deeper footprint in the Middle East
Pet food operation
In 2022, our subsidiary BRF GmbH signed a joint venture
agreement with the Halal Products Development Compa-
ny (HPDC), a branch of the Public Investment Fund (PIF), a
sovereign fund of Saudi Arabia.
Once the operation has been approved by the regulatory
authorities, the new company will be constituted with BRF
holding a 70% share and HPDC a share of up to 30%, with
a combined investment of US$ 500 million.
With this operation, we will be operating even more
intensely in the chicken production chain in Saudi Arabia,
as well as open up opportunities for us to work with fresh
products, and frozen and processed foods.
Also in Saudi Arabia, in 2022, we announced the inaugu-
ration of our new plant in Dammam, with a production
capacity of 1,200 tons of food per month. This brought to
a close an investment cycle that began in 2021, with US$
18 million allocated to preparing the unit; this being in
addition to the acquisition of a local food processing plant
(Joody Al Sharqiya), also in 2021, and our platform for the
Middle East and North Africa, which includes the Banvit
plants, in Turkey, and the plant in Abu Dhabi, in the United
Arab Emirates.
With these industrial assets, we are preparing our busi-
ness to increase our capacity to meet local demand, going
beyond the simple exportation of fresh produce, with an
eye on the opportunities available to increase our market
share and our presence in categories and subcategories
of aggregate value.
In the first quarter of 2023, we announced the beginning
of negotiations for the future sale of our pet business
division, made up of BRF Pet S.A., Mogiana Alimentos S.A.,
Hercosul Alimentos Ltda., Hercosul Soluções em Trans-
portes Ltda., Hercosul Distribuição Ltda. and Hercosul
International S.R.L.
The transaction will be performed by means of a bidding
process, with the aim of obtaining an offer that is of most
advantage to the Company, involving the highest price for
the assets being sold. This process is in its initial stages,
with preliminary discussions under way with potentially
interested parties.
1,200
tons
of food capacity at the new
BRF plant in Dammam in
Saudi Arabia
BRF’s Sustainability
Plan
GRI 2-12, 2-13, 2-19, 2-22, 2-23, 2-24, 3-3: Material Topics 2023
We are working on a daily basis to extend our incorpora-
tion of environmental, social and governance premises
into our business decisions and strategies (EESG).
The Sustainability Plan published in 2020 is based upon
five main ambitions that we aim to achieve by 2040 and
which is divided into 22 commitments. With the updating
of our materiality (read more in ‘Report and materiality’),
we have prioritized the objectives defined over the course
of 2023, in light of what our stakeholders consider to be
the most critical themes.
BRF’s EESG management has been growing in maturity. In
2022, as well as the Executive Committee on Sustainabili-
ty, we redrafted the scope of the Board of Directors’ advi-
sory committee, now being 100% focused on the subject
and with the participation of three board members.
Also in relation to our governance practices, we have
sought to maintain a clear connection between the EESG
targets and the variable remuneration programs, espe-
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
56
cially for the senior executives who are guiding this strate-
gy in the long-term. In 2022, the remuneration of all those
eligible for a bonus and the company executives, in line
with the Collective Bargaining Agreement in effect, was
tied to the EESG targets. These targets were: the reduc-
tion of water consumption, reduction of GHG emissions
and an increase in the percentage of women in senior
management.
Read below the highlights of the plan’s commitments in
2022.
2022 Integrated
Report
Committees
GRI 2-12, 2-13
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
57
Executive Committee on
Sustainability
Made up of six vice-presidents from
the departments related to the issue
and one external consultant with
extensive knowledge of the subject.
This body meets approximately once
every 60 days, with the aim of guiding
and monitoring the Company's
strategic sustainability actions.
The Sustainability Committee
of the Board of Directors
Composed of three external members who
meet approximately once every 90 days
with the aim of monitoring the progress of
the EESG strategy, as well as the advances
made in relation to the public commitments
and decisions on critical issues for decision-
making and support via the Board of
Directors.
Once again in the ISE
We have continued to appear in the 2022/2023 Corporate
Sustainability Index (ISE), a portfolio developed by the
Brazilian stock exchange (B3) dedicated to embracing those
listed companies that meet a set of ESG management,
strategy and planning criteria and requirements.
Our ambitions
To act in synergy with our
partners and positively
impact the communities.
To innovate and achieve
sustainable solutions for
global challenges.
To promote animal
welfare.
To be inclusive, plural
and diverse.
To conserve the
environment and be eco-
efficient.
2022 Integrated
Report
Commitments & results
The commitments outlined in our Sustainability Plan provide metrics, indicators and objective targets associated with our EESG materials topics.
In addition to this, they respond to the most important topics addressed as part of the Company's most recent materiality review (read more on page xx). The targets defined as
priorities for the variable remuneration of executives in 2022 related to three pillars: Water, Net Zero and Women
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Commitment
Animal welfare
To ensure the non-use of growth-inducing
antibiotics in the livestock chain
Zero tolerance for animal mistreatment, either
through abuse or negligence
SDG
Commitments
Deadline for
fulfillment
Status in 2022
Detailing
Recurring
100%
BRF has not used antibiotics to stimulate growth in animals since 2019.
Recurring
100%
Since 2020, BRF has been committed to not accepting any type of
mistreatment of animals. The livestock, transportation and industrial
operations are constantly being checked.
To ensure that 100% of the pigs raised by BRF do
not undergo the clipping or trimming of teeth3
2021
100%
This procedure is only performed in exceptional circumstances, when the
breeding animals’ welfare is compromised.
To ensure that 100% of the swine farmed by BRF
are not identified using procedures involving
mutilation
2021
100%
Since 2021, we have been implementing the use of rings in the BRF swine
genetic chain, thus adapting the entire swine herd globally.
To ensure that 0% of male swine are being
surgically castrated2
2022
100%
In 2022, following three years of research, the castration methodology
applied to male swine was altered, shifting from surgical castration to
immunocastration. Whenever surgical castration is necessary, it is performed
using anesthetics.
Indicators
and annex
To ensure that 100% of the poultry in the
integration system globally are cage free
2023
99.90%
The poultry farming system in Brazil is 100% cage free. In Turkey, broiler
chickens are produced in cages.
To certify 100% of BRF’s manufacturing units in
terms of animal welfare.1
2025
69%
We certified five new animal welfare processes, including the 1st turkey plant.
58
2022 Integrated
Report
Commitment
SDG
Commitments
Deadline for
fulfillment
Status in 2022
Detailing
Only use cage-free chicken eggs in the industrial
food process globally
2025
96.3%
The commitment to the use of cage free chicken eggs in Brazil has been fully
complied with since 2020. In 2022, we made advances in complying with this
commitment in Turkey, with the use of free-range eggs and replacement of
the ingredient with soy protein.
To ensure the use of painkillers in 100% of pig
tail docking procedures
2025
-
Just as in 2021, we advenced in the performance of studies and benchmarks
for development of products to comply with our commitment.
1
2
3
4
5
6
Presentation
Use environmental enrichment in 100% of the
integration of poultry and swine
Our way of
doing business
To implement collective gestation stalls at 100%
of sow breeding facilities
Our strategy
Science and innovation
2025
100% turkeys,
2.30% pigs and
1.85% chicken
2026
53.40%
In 2022, we increased the implementation of enrichment in the turkey chain,
including at the Francisco Beltrão unit which restarted its activities.
The migration to collective gestation is the biggest structural and behavioral
shift that our swine farming has undergone in recent years. We continue
to make advances in meeting the needs of our target public, with a total of
210,000 females in collective gestation.
100% adherence of new product innovation
projects to BRF’s sustainability indicator
2022
100%
In 2022, we implemented a new EESG assessment protocol in the evaluation
process for approval of innovation projects for new products, that includes
criteria relating to water, packaging, animal welfare and social responsibility.
Commodities
To ensure 100% traceability of grain acquired from
the Amazon and Cerrado
2025
61%
In 2022, we established 100% traceability of the direct suppliers of grains
from the Amazon and Cerrado biomes and 45% of the indirect suppliers
from the same biomes. For the indirect suppliers, we made headway in the
development of a proprietary methodology based on the criteria of our
Sustainable Grain Purchasing Policy.
Culture and
Engagement
Value Generation
Indicators
and annex
59
2022 Integrated
Report
Commitment
Communities
SDG
Commitments
Deadline for
fulfillment
Status in 2022
Detailing
1
2
3
4
5
6
To invest R$ 400 million in communities4
2030
R$ 78.5 million
Presentation
Our way of
doing business
Food waste
Our strategy
To promote education on reducing food waste
amongst 1.5 million people globally
2030
2.26
Culture and
Engagement
Value Generation
Indicators
and annex
60
Diversity
To ensure that 30% of leadership positions are held
by women6
2025
24%
In 2022, a total sum of R$ 15.8 million was invested, with this being directed
to the BRF Institute for the management of social actions and projects in the
communities where BRF has operations. Of special note is the investment
of R$ 5 million to contribute to the strengthening of basic education and
vocational training in our priority municipalities.
The BRF Institute has continued with its actions and initiatives focused on
promoting education for the reduction of food waste. In 2022, two academic
articles on this issue were published in partnership with the José Egydio
Setúbal Foundation, as well as videos, posts, internal campaigns and a
specific app relating to the topic, impacting 226,952 people. Furthermore,
the BRF Institute was able to influence Public Policies in Lucas do Rio Verde,
through its partnership with ‘Connecting Food’, for development of an Urban
Food Collection System in the municipality, supporting a local food donation
and distribution network.
As well as the affirmative actions involving quotas in the educational
development and incentives programs, we made advances in the global ‘Lead
Like a Woman’ program, which aims to develop women for whom leadership
positions are planned and consists of assessments, mentoring, training and
meetings with external consultancies over a four-month period. In 2022, this
Program was expanded to include all of BRF’s areas in Brazil and was moved
into the international arena for the first time.
2022 Integrated
Report
Commitment
SDG
Commitments
Deadline for
fulfillment
Status in 2022
Detailing
Public commitment to fighting racism in the sector
2030
NA
The ‘Your Color is our Diversity’ campaign aims to promote literacy and racial
identity, as well as providing a racial census in Brazil. Participation of two
employees from the ‘Pro-leader’ Black leadership development program (in
partnership with MOVER).
Since 2021, together with almost 50 companies from different sectors, BRF
participated in ‘MOVER’ (Movement for Racial Equality), which aims to tackle
structural racism and promote racial equality.
1
2
3
4
5
6
Presentation
Packaging
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
To have 100% recyclable, reusable, or
biodegradable packaging
2025
12%
implementation
In 2022, there were advances in the specifications of recyclable packaging:
in Brazil, 10 specifications of end products which started using recyclable
packaging were implemented, meaning that more than 90% of the global
volume used by the company is recyclable, reusable or biodegradable. As well
as these implementations, another 26 specifications were developed with
plans for them to be implemented over the coming years.
Greenhouse gases (GHG)
To implement a carbon-neutral product line
2021
One carbon-
neutral product
line
Just as in 2021, we complied with our target with the launch of the first plant-
based, carbon neutral chicken in Brazil, the ‘Veg Frango 100% Vegetal’, which
forms part of the ‘Sadia Veg&Tal’ line: sliced, cubed and shredded.
Indicators
and annex
Net Zero6
2040
26%
61
We achieved a 26% reduction in total, absolute Scope 1 and 2 emissions
compared to the baseline (2019), principally due to the decrease in the GRID
emission factor in Brazil, leading to a reduction in BRF’s Scope 2 emissions in
2022, and to the prioritization of renewable sources with proven traceability
In relation to our Scope 3 emissions, meanwhile, we recorded a 5% increase
in the sources mapped up until now against 2020 (the baseline due to the
resumption of business trips and the significant rise in the amount of waste
sent for external treatment in the form of composting.
2022 Integrated
Report
Commitment
SDG
Commitments
Deadline for
fulfillment
Status in 2022
Detailing
Natural resources
To reduce the water consumption indicator at BRF
by 13%6
2025
4.29%
To increase electricity from clean sources by 50%
2030
24%
In Brazil, the percentage of reuse water jumped 11% to 15%, and we have
achieved a 75% adherence to the water management directives implemented
in 2022. At our plant in Dois Vizinhos, meanwhile, we have reduced water
consumption in the chicken carcass washing booths by 50%, due to the
installation of new technology.
In 2022, 24% of BRF’s electricity was drawn from clean sources - wind and
solar. The works projects involved in the partnerships for the generation of
clean solar and wind energy, begun in 2021, are now under way, with the
expectation that they will be ready to start up in 2024. With these facilities
in place, we should be able to draw 90% of our electricity from these clean
sources in Brazil.
1 Respecting the religious and/or cultural requirements requested by our clients.
2 Ensuring that surgical castration, when necessary for the production of specific products, 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 Increasing 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 SDG 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).
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
62
2022 Integrated
Report
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:
1
2
3
4
5
6
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
Presentation
• 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. It also forms part of
the Rede Brasil Climate Action Platform of the Global Compact
and Clean Business;
• Universities and Animal Welfare NGOs: BRF works in partner-
ship with international animal protection NGOs and universities
leading studies on the issue to make improvements to animal
welfare in the production chain;
Our way of
doing business
• Sustainable Development Goals (SDGs): BRF has linked its
Strategic Plan to the targets of the SDG Institute;
• RedEAmérica: this organization promotes transformation of
the investment and social practices of Latin American compa-
nies and the foundations for the development of sustainable
communities;
• GHG Protocol Brazilian Program: the Public Registry of Emis-
sions is used as a tool for the annual publication of the global
inventory of GHG emissions, being audited by an independent
entity;
• National Pact for the Eradication of Slave Labor (InPacto): an
initiative that mobilizes companies to tackle slave labor in the
production chains;
• Brazilian Business Council for Sustainable Development
(CEBDS): in 2020, BRF signed a manifesto calling for sustain-
able 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 initia-
tive works for the protection, conservation, and sustainable use
of forests as a significant Brazilian contribution to mitigating
climate change;
• MOVER: BRF is a member of the Movement for Racial Equality
(MOVER);
• Companies with Refugees: we have adhered to the UN’s Com-
panies with Refugees Forum since 2022;
• Group of Institutes, Foundations and Companies (GIFE): the
BRF Institute has been associated with the GIFE since 2012;
• Round Table on Responsible Soy (RTRS): In 2021, BRF joined
the Round Table on Responsible Soy;
63
• The Global Reporting Initiative (GRI) and the International
Integrated Reporting Council (IIRC): reporting directives;
• Round Table on Sustainable Palm Oil (RSPO): BRF became a
member in 2020;
• Recycle for Brazil: BRF joined this platform in 2019, working to
encourage reverse logistics actions together with other Brazil-
ian companies;
• World Animal Protection: BRF has supported World Animal
Protection since 2015;
• Climate Change, Water Security and Forest (CDP): this
movement mobilizes investors, companies and governments
to strengthen the collaborative actions related to combating
climate change;
• ISE: this index was created as a tool for the comparative analysis
of the sustainable performance of companies listed on the B3;
Carbon Efficient Index (ICO2), developed by BM&FBovespa, in
partnership with the BNDES.
• Instituto Ethos: an organization that works in defense of good
sustainability practices in the business community, specifically
in four main areas (Human Rights, Management for Sustainable
Development, Integrity and the Environment).
• Business Pact for Integrity and against Corruption: this initia-
tive brings together companies engaged in striving for a more
ethical and upstanding market.
• Science Based Targets initiative (SBTi): BRF adheres to the
• ICO2: Since 2009, the Company has been included in the
SBTi initiative;
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
engagement
Value Generation
GRI 3-3, : Material Topic (Attraction,
development and retention of
employees), GRI 2-7
Indicators
and annex
64
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
65
We work to construct and promote a strong and inte-
grated culture in our operations, which span dozens
of nationalities and are notable for their wide range of
customs, habits, talents and skills. The same perspective
applies to our relations with society, by means of which
we aim to develop agendas that reflect our objective and
encourage local development.
We periodically conduct a Global Engagement Survey,
with the aim of understanding the opportunities for evo-
lution and strengths identified. In the 2022 survey, 52,000
individuals took part, meaning a general engagement rate
of 68%.
Our senior management analyzes the results of the study
and establishes specific action plans that need to be
implemented to respond to all that needs doing in our
journey of evolution. As a global company, with almost
100 thousand direct employees and a strong presence
in regions including Brazil, Turkey and other countries in
the Middle East, as well as 2,100 interns, apprentices and
trainees, we recognize the power of our human capital to
achieve our potential. We attract and retain talents with
the aim of firmly establishing BRF as an employer brand -
a place where one can construct a career and grow. GRI 2-7
Our strategy in relation to the
management of human capital aims to
reinforce three pillars:
#1
A Culture of Excellence and Digital
Transformation
To develop an organization that is efficient, aiming to simplify
processes and strategic decisions based upon the analysis of data
and market intelligence.
#2
A Culture of Results
To strengthen the principles of the culture of performance
and results by means of an environment that promotes the
identification, development and retention of talents in order to
guarantee the continuity of the business.
#3
Proud to be BRF
To ensure the engagement and alignment of employees for
execution of the strategy, as well as promote an environment of
safety, well-being, and best practices in human resources and
professional recognition.
By means of these pillars, we implement programs,
investments and actions that cover the employee’s entire
journey, from attraction and selection of talents to the
tools necessary for career development. In 2022, the
highlight was the ‘Inova HR’ project, which established
our way of analyzing all the human resources indicators
at each operational unit. The data, which include infor-
mation on expenses per capita, retention, attraction and
performance, allow us to identify critical cases and any
improvements that may be necessary at the units, with
support provided by agile methodologies. In 2022, we im-
plemented the Inova HR pilot at three units, and in 2023
the aim is to expand the initiative to more units as well as
the Commercial department.
2022 Integrated
Report
Presentation
Our way of
doing business
Our strategy
1
2
3
4
5
6
One of the focuses of BRF’s work in relation to personnel
management at the moment is turnover, given the vibrant
labor market, especially the domestic one. Recognizing
our ability to attract talents and provide labor training and
qualifications, the Company has been strengthening its
positioning in the sector. Over the last few years, we have
also been working on highlighting the internal opportu-
nities available to employees at BRF: we promoted 6,000
employees internally in 2022.
The Company is also aware of the potential and real
impacts that the business has on our employees’ working
conditions, in areas involving health and safety, attraction
and retention of labor and aspects related to diversity and
equality. We have policies, such as that relating to Human
Rights, to reinforce our non-negotiable commitments to
people’s welfare and the protection of their rights. We
also publish a Transparency Manual, which presents the
directives on conduct and behavior and contributes to
a healthy working environment that is conducive to the
development of human capital.
In our international operations, our priority is to integrate
each employee into BRF’s way of existing, its values and
its cultures, respecting the plurality that is a feature of
our global profile. The nationalization of the operations
in the Middle East due to the requirements, in those
countries, of a minimum percentage of native profession-
als, has meant that we are making great efforts in local
recruitment, combined with the ex-pat teams, who work
as ambassadors of the Company's culture in the different
markets.
BRF is striving to become
a benchmark in the
training of professionals
in the food sector
Our Employees1, 2, 3 GRI 2-7
Global region
2020
2021
2022
Interns, apprentices and trainees1,2,3,4 GRI 2-8
Employment category
2022
Culture and
Engagement
Value Generation
Africa
Asia
Europe
Indicators
and annex
Latam (except Brazil)
Mena (including
Turkey)
Brazil
Total
Men
Women
Total
Men
Women
Total
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
6
14
17
31
3
17
20
12
9
31
37
43
Apprentices
Interns
Trainees
Total
Total
759
210
14
985985
902
1,661
244
454
20
34
1,167
1,167
2,149
2,149
4,481
2,560
7,041
4,484
2,542
7,026
4,371
2,553
6,924
55,052
38,614
93,666
53,224
39,725
92,949
50,553
38,630
89,183
59,694
41,315
101,009
57,795
42,336 100,131
54,992
41,235 96,227
1 Workers who are not employees according to the concept and methodology profile
adopted for this report, are represented in this table.
2 Data from Hercosul and Mogiana were not considered.
3 This indicator is compiled using the total number of employees active on 31-Dec-
2023, by means of the SAP system, MM/SAPHR module.
4 These employees perform activities depending upon the activity contracted.
5 This is the first time that the company has reported the total for this group. It is not
possible to verify whether there has been any significant variation.
66
1 The data relating to Hercosul and Mogiana were not included.
2 This indicator is compiled using the total number of employees active on 31-Dec-2023, by means of the SAP system, MM/SAPHR module.
3 We do not consider the workforce variations to be significant, since they arose from external economic and market contexts.
2022 Integrated
Report
Rate of Turnover1, 2 GRI 401-1
Total headcount
101,009
100,131
2020
2021
Presentation
Our way of
doing business
Our strategy
By gender
Men
Women
Total
Total
By age group
Under 30
30 to 50 years of age
Over 50
Total
Total
By regional distribution
Culture and
Engagement
Value Generation
Asia
Africa
Europe
Latam (except Brazil)
Brazil
Mena (including Turkey)
Total
Total
1
2
3
4
5
6
Indicators
and annex
67
2022
96,227
15%
12%
27%27%
15%
11%
1%
27%27%
0.02
0%
0%
0%
25%
1%
27%27%
READ MORE
Take a look at the Indicators and
details of our team in the Annex
13%
10%
24%24%
16%
8%
0%
24%24%
0.00
0%
0%
0%
23%
1%
24%24%
15%
11%
26%26%
16%
10%
1%
26%26%
0.01
0%
0%
0%
25%
1%
26%26%
1 Data from Hercosul and Mogiana were not considered.
2 The turnover rate was calculated using the total number of employees at the end of the reporting period, in alignment with stan-
dard 2-7.
2022 Integrated
Report
Development of
human capital
GRI 2-19, 2-20, 3-3: Material Topic (Attraction,
development and retention of employees)
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
68
We are committed to being more attractive to workers,
combining processes to recruit talents, develop skills, and
competitively recognize and remunerate the team. Our
Personnel, Governance, Organization and Culture Com-
mittee is the benchmark organ for taking such discus-
sions to the level of the Board of Directors.
Amongst the actions for the attraction of talents in specif-
ic profiles is the Trainee Supply program, which is focused
on recruiting candidates for the Industry, Maintenance,
Agro, Quality and Laboratory areas. In 2022, we recruited
33 professionals to join the team in different areas of the
company.
In relation to remuneration, our policies include a fixed
sum - aligned with individual performance and market ref-
erences - and a variable sum, defined using performance
indicators, agreed upon with the senior management. The
High Performance Cycle is responsible for allowing us to
evaluate performance with results broken down into indi-
cators of recognition, merit, bonus, internal recruitment
and succession.
The High Performance Cycle covers all the administrative
levels and senior management and, in 2022, impacted
13,217 professionals and leaders, compared to 12,617
in the previous year. Another strategy is the Operational
Performance Cycle (‘CPO’) involving professionals from
the Operations and Sales employee group, involving the
assessment of 62,711 employees, against 23,475 in 2021,
representing 86% of the eligible total. The position of
Production Operator I is still not eligible for performance
evaluation, but will be included in the cycle in 2023.
The Company’s remuneration policy for its management,
including the members of the Board of Directors, mem-
bers of the Supervisory Board and the statutory and
non-statutory directors, aims to create a compensation
and incentive plan adapted to the sustainable directing of
the business, aligning the shareholders’ short and long-
term strategic interests with best market practices and
corporate governance.
The Company has a Personnel, Governance, Organization
and Culture Committee, which, amongst other duties,
is responsible for periodically analyzing the fixed and
variable remuneration strategy adopted, issuing its rec-
ommendations on such, as well as suggesting any pos-
sible modifications it feels should be implemented in the
remuneration policy, for the consideration, decision and
approval of the Board of Directors. The Company’s remu-
neration policy was approved by the Board of Directors on
November 26, 2020, and is available to the shareholders,
investors and the market in general on the Company’s
Investor Relations websites (http://ri.brf-global.com) and
that of the CVM.
All members of the Board of Directors receive fixed re-
muneration, involving 12 monthly payments, established
in accordance with the applicable legislation and market
standards. A remuneration different to that of the other
members of the Board of Directors is established for the
Chairperson, considering the function performed.
Whenever applicable, certain members of the Board of
Directors may receive other sums relating to direct or
indirect benefits, such as medical and dental assistance,
life insurance, benefits relating to the termination of their
exercising of the role (clauses set forth in the non-com-
pete contract), post-employment benefits such as a pri-
vate pension, a bonus for participation in committees, and
long-term incentives (a remuneration plan based upon
shares).
99.95% of our employees
receive formal performance
evaluations (read about this
in more detail in the Annex)
2022 Integrated
Report
Training and Education GRI 404-1, 404-2
Below are some other educational, training and career
transition programs offered to our employees.
Aware of the importance of continued learning for the
longevity of its business in a constantly evolving world,
BRF offers qualifications, training and career transition
programs to its employees at all company levels.
In 2022, the Company offered a total of 2,927,667.83
hours of training, resulting in an average of 29.97 hours/
year per employee. The subjects covered include technical
aspects of different functions and jobs, topics relating to
sustainability, and issues of ethics, conduct, diversity and
equality.
Created in 2018, the BRF Digital Academy offers manda-
tory and institutional training to employees from all areas
and levels, involving 100% of our employees in 2022. In
just five months, from its launch in August through until
the beginning of 2023, the BRF Digital Academy recorded
700,000 conclusions of more than 2,600 courses, which
can be accessed via computer, tablet or smartphone.
The Company also partially or
wholly supports external courses
and training, depending upon
their relevance for the talents and
the business.
• TLT (‘Training in the Workplace’), focused on oper-
ational positions and offering specific training in
activities such as the use of farming machinery and
practices.
• SST Academy: aimed at training the whole company
in issues related to health and safety at work.
• Commercial Academy: offering training to the com-
mercial team in Brazil, focused on standardization
of BRF’s sales and merchandising processes, and the
portfolio of products;
• Cattle Breeding Academy: focused on the training
and qualification of professionals in the poultry and
pig chains
• Agro Academy: focused on the training and qualifi-
cation of professionals in the rural area
• Chicken Academy and Swine Academy: offering
training that combines the Company’s leading
senior management in the broiler chicken and pig
production chain, respectively
• Quality Academy: an initiative that combines
content for the Quality team and the departments
involved in this food production process
• Commodities Academy: offering technical devel-
opment for the entire Commodities development,
involving different learning actions
• Supply Academy: workshops conducted by special-
ists for the development of projects throughout the
company
• HR Academy: providing training of business part-
ners and a learning journey for focus points in the
area of Human Resources
• Leadership Academy: offering a development
journey for the improvement of skills amongst
management - Eu Liderando - focused on managers,
coordinators and supervisors
• Training School: offering a specific program for the
development of production operators
•
• FIL: Initial Logistics Training
• Godfathers and Godmothers: offering a develop-
ment program in which mentors called ‘Godfathers
and Godmothers’ accompany and guide new em-
ployees
• Develop: this is a career transition program that of-
fers development opportunities to employees who
wish to move into supervisory positions
• FOCUS: a program focused on the development of
head operators
• Sanitation Learning Path: a program focused on
sanitation at the production units developed for
supervisors and head operators
• Trainee Programs in Farming and Maintenance:
an initiative designed for trainees from these areas
with the aim of creating a pipeline of talents for the
company
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
69
2022 Integrated
Report
Health and safety
GRI 3-3: Material Topic (Health, welfare and safety),
403-1, 403-2, 403-4, 403-5, 403-7
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
BRF’s Occupational Health and Safety (OHS) management
system, includes 91 regulatory documents, 68 corporate
norms and 22 corporate instructions on the issue. Within
these documents can be found directives for preventing
and reducing accidents, incidents and losses, as well as
the responsibilities regarding the management of the
risks relating to human, equity, production, environmen-
tal and community preservation We have implemented
indicators, work committees and procedures designed to
investigate, mitigate and prevent accidents, as well as to
engage employees on the matter, all of which are con-
sidered material by our stakeholders, who stressed their
concern over the issue during the most recent materiality
process.
Also forming part of this management system are: the
‘Risk Management Program’ (RMP), developed in ac-
cordance with international standards (ISO 31000); the
‘Occupational Risk Management Program’ (ORMP); the
‘Occupational Health Medical Control Program’ (PCMSO);
the ‘Hearing Protection Program’ (HPP); the ‘Ergonomics
Program’ (EP); the ‘Respiratory Protection Program’ (RPP);
the ‘Management of Information on Legal Requirements’,
and other routines and tools, such as the Mapping of Job
Risks, the results of which are discussed every month by
the Health and Safety Committees forming part of the
senior management and technical areas, meaning we can
monitor not only the end-indicators, but also the mid-indi-
cators during each stage of evolution.
70
Our work aimed at lowering the accident frequency rates
is ongoing, as is that aimed at reducing the exposure to
serious risks and events such as accidents involving time
off work and fatalities. In this area, our technical team can
count upon support from a specialist consultancy. We are
now in a significantly more improved position than we
were six years ago, within the positive benchmark rates
for the frozen foods sector, but we are continuing to work
towards achieving a frequency rate of 4%, in line with the
international benchmark for segments such as that of
consumer goods.
(‘CIPA’) of any irregularities identified, whilst they also have
the right to suggest improvements. The CIPA is composed
of elected employees and recommended individuals who
participate in strategic monthly meetings with senior
management to better understand the risks and adopt
control measures and means of preventing accidents and
incidents. The group has full autonomy to suggest im-
provements and intervene in processes when any sort of
risk is identified.
At BRF, our employees and service providers directly
linked to the business are covered by the OHS manage-
ment system at at least one level, even when their work
locations are not controlled by the Company. Our suppli-
ers are ratified in accordance with corporate norms which
analyze their reputations and compliance with labor leg-
islation, whilst our agreements with them contain clauses
related to maintenance of the health and safety of the
workers. Furthermore, in the Commercial area, part of the
routine of our sales consultants involves using the BRF
Connect app to report any situations to their managers
that they may observe when visiting their clients’ premises
- ice accumulating on the floors of cold storage spaces or
unsafe practices, for example. By doing so, the manager
receiving the inputs can contact the client to address the
issues.
Finally, we also have an Observation and Prevention
Program, this being a tool to assist those employees
who observe any sort of irregularity or unsafe behavior
in approaching their colleague in a friendly manner, thus
avoiding problems or reprisals and allowing for mutual
care and continuous learning.
Through the offering of forums and meetings, every new
employee is presented with the Health and Safety Policy
and the Company’s Golden Rules. They are also instructed
on the use, storage and maintenance of PPE (Personal
Protective Equipment) and observation of the Emergen-
cy Response Plan (ERP). At the beginning of 2023, the
Golden Rules were reviewed and simplified with the aim
of facilitating their understanding and adoption in the
day-to-day activities of our employees.
Upon joining the Company, our employees are provided
with guidance on the requirement to report any critical
accidents, incidents or irregularities that they may wit-
ness, as well as inform their immediate supervisor or
Internal Occupational Accident Prevention Commission
The employees working with special or high equipment
or activities receive specific training in accordance with
the relevant Regulatory Norms (RNs) and BRF’s internal
directives.
2022 Integrated
Report
Rates & accidents GRI 403-9
BRF is committed to implementing a culture of safety
which, together with its employees, develops their percep-
tion of risk and thus promotes safer behavior. Some of our
production plants have not had any accidents involving
time off work for three years and we want this to be the
case for all our other plants.
A benchmark for the sector in occupational health and
safety, the Company’s aim is to achieve this recognition in
a broader sector than simply that of frozen foods, be-
coming a benchmark in the food and beverage market
as a whole. To achieve this, we have involved an external
consultancy to support us on this journey towards Zero
Accidents.
At BRF, all accidents are recorded in the internal system
within 24 hours of the accident occurring. Following this,
an investigative commission is created to collect evidence
and analyze the causes of what has occurred, presenting
this information to leadership committees. Depending
upon the real and/or potential seriousness of the occur-
rence, a red alert is issued to the entire Company as a
means of disseminating all that has been learned from
the case.
Of all the accidents that occurred in 2022, 53% were due
to unsafe behavior and non-compliance with the proto-
cols on the part of the employees involved - a percentage
that drops to 51% in the case of serious accidents. In the
other 47%, the dominant factor was the conditions of risk
present in the operation - the presence of water on the
floor, for example.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
71
Despite a reduction of 8 percentage points in the rate of
frequency of accidents, last year saw an increase in the
seriousness of accidents, both in terms of the number of
serious accidents themselves and in the number of work-
ing days lost (see the table). In addition to this, four fatal
accidents unfortunately occurred in 2022. Two of the vic-
tims were outsourced workers performing maintenance
work at the Rio Verde (GO) production unit, when they
were affected by an ammonia leakage. The third victim
was one of our own employees working in the ingredi-
ents department, who suffered a serious accident at the
Toledo (PR) plant. The fourth victim - also one of our own
employees, working at the Concórdia (SC) production unit
- suffered an accident causing a rupture of the tendon in
his knee. This final death occurred following post-surgery
complications, when the employee suffered a pulmonary
problem during the recuperation process.
The measures taken to eliminate other dangers and
reduce the risks of accidents are the result of a diagnosis
of High Potential Risks and the development of a plan
together with the prioritized units. BRF has developed
a pilot application of Computer Vision technology using
Artificial Intelligence in the prevention of accidents and in-
cidents relating to intervention in moving machinery. Also
of special note was the implementation of the Executive
Operational Committee (EOC), which is focused on poten-
tial high risks related to more serious accidents.
Some BRF plants have not had any
accidents for three years and we are
working on a daily basis for this to also be a
reality for all our other plants
2022 Integrated
Report
Work-related injuries1, 2 and 3 GRI 403-9
1
2
3
4
5
6
2020
2021
2022
Employees
Workers
Employees
Workers
Employees
Workers
Presentation
Number of hours worked
185,950,987.88
39,030,832.10
191,808,181.36
39,696,502.44
185,478,539.00
33,216,372.00
Our way of
doing business
Our strategy
Culture and
Engagement
Number of fatalities as a result of work-related
injuries
Rate of fatalities as a result of work-related injury
Number of serious work-related injuries (excluding
fatalities)
Rate of high-consequence work-related injuries
(excluding fatalities)
Number of recorded work-related injuries (including
fatalities)
Value Generation
Rate of recorded work-related injuries (including
fatalities)
2
0.01
234
1.26
1,845
9.92
0
0
81
2.08
227
5.82
0
0
149
0.78
1,287
6.71
0
0
41
1.03
135
3.4
2
0.01
178
0.96
1,113
6.00
2
0.06
45
1.35
118
3.55
1 Includes workers who are not employees, but whose work and/or location of work is controlled by the organization
2 The base for the number of work hours considered is 1,000,000 hours.
3 The data compiled is in line with NBR norm 14280 as well as specific corporate regulations, whilst the injury rate observes the methodology of the Occupational Safety & Health Administration (OSHA). The 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. Included in the table footnote: “The data are compiled in line with NBR norm 14280 as well as specific corporate
regulations, whilst the injury rate observes the methodology of the Occupational Safety & Health Administration (OSHA). The 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.
Indicators
and annex
72
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
73
A benchmark in transportation
safety
Our entire transport fleet is outsourced and
equipped with a system designed to control
driver fatigue. The Company requires not only
that the partner transportation company has
full control of this system, but also that they
provide access and power to determine what
will and will not be tolerated. Drivers involved
in risky behavior (using a cellular phone whilst
driving, for example), may be banned from
working for BRF. Actions such as this have
allowed the Company to achieve the lowest rate
of transport accident frequency in its history.
Also deserving of note is the BRF Safety and
Logistics Committee, which supervises the
transportation not only of our products, but
also of personnel and animals. The group
meets monthly to share good practices and
recommendations in response to accidents and
incidents.
READ MORE
on this matter on page 86
Health care GRI 403-3, 403-6, 403-10
BRF adopts a preventative approach in its policy towards
occupational health, directing its actions towards sup-
porting epidemiological studies developed as part of the
continual collection of occupational health indicators. We
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. Operation of
the Occupational Health Medical Control Program is fully
integrated with the Occupational Risk Management Pro-
gram, observing the agents of physical, chemical, biologi-
cal, ergonomic and accident-related risks.
Our employees’ access to medical and health care ser-
vices that are not related to work is provided, by the BRF
Health Care Centers, in the form of a benefits package
that includes pregnancy and new-born infants’ health
care, vaccination campaigns, changes in lifestyles and a
partnership with a gym app, amongst other advantages.
In addition to this, the Company undertakes prevention
campaigns related to sexually transmitted diseases, smok-
ing and alcoholism.
Also worthy of mention is the ‘Dr. BRF’ service, which pro-
vides medical advice over the telephone, offered free of
charge and without limits on its use to all our employees
and their families. The service is offered 24 hours per day,
seven days per week, and during the virtual appointments
the doctor can prescribe medicines, order exams, monitor
symptomatic cases and, whenever necessary, forward the
patient for treatment at an emergency unit.
In 2022, we recorded 248 cases of work-related ill health,
including hearing loss and musculoskeletal illnesses,
without any deaths being registered. BRF monitors and
supports all of our employees impacted and is constantly
reinforcing its controls and management of risks based
upon these incidents, whilst always seeking to improve
the processes to avoid the recurrence of these types
of health problems. These data refer solely to our own
employees, since the Company does not undertake any
control of occupational illnesses amongst outsourced
workers.
Diversity, equality and
inclusion
The values of diversity, multiculturalism and plurality
are an integral part of our history. As such, we work
hard to ensure that our work environments are inclu-
sive, respectful and welcoming to all people, whilst we
also work to ensure that they are spaces where discrim-
ination has no place.
The global area of Diversity and Inclusion, which is a
strategic area for the Company, works on four fronts:
raising awareness, attraction and retention, career
development, and governance.
BRF’s commitment to equal opportunities is broken
down into a series of affirmative inclusion actions. Of
special note in the engagement and awareness raising
plan connected to this issue, is our network of more
than 60 Diversity Ambassadors. Located throughout
Brazil, they share their experiences, organize specific
actions on commemorative dates and assist in the im-
plementation of pilot-projects.
2022 Integrated
Report
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
1
2
3
4
5
6
Value Generation
Racial equality
Indicators
and annex
74
BRF is one of the founding members of the Movement
for Racial Equality (MOVER) that brings together more
than 47 organizations from different sectors (which
together employ more than 1.3 million people) with the
mission to combat structural racism and promote racial
equality. The participating companies have assumed
a target of employing Black people in 10,000 leader-
ship positions by 2030 and to develop training actions
designed to create better opportunities for another
Foreigners and refugees
One of the biggest employers of foreigners
in Brazil, BRF currently has around 5,000 em-
ployees in this category. The majority of these
workers are also refugees, which is why the
Company is amongst those organizations that
most welcome professionals in this situation. To
promote inclusion and integration, we employ
operators who can translate, develop initiatives
designed to validate diplomas and promote
support networks in which the leaders of each
community of foreigners support their recently
arrived countrymen. To promote inclusion and
belonging, BRF has created the Active Listening
Program, which encourages dialog between
those in refugee situations and the company, in
order to understand the opportunities that exist
and create action plans.
3 million Black workers. Another element of the MOVER
mission involves raising the awareness of society in rela-
tion to structural racism and the debate concerning this
issue.
empowerment, technical knowhow and professional
development of female employees, as well as allow for
an exchange of experiences between professionals with
different functions in different areas.
Gender equality
Disabled persons
BRF has been working to improve its indicators of female
professional upward mobility. We ended the year with
women holding 24% of the senior management positions,
which is on course for achieving 30% by 2025. This target
involves affirmative actions involving quotas in the educa-
tional incentives and development programs.
The greatest highlight for BRF in 2022 in relation to its
actions concerning disabled persons was the ‘Leadership
without Ableism’ program. Created in 2022, the aim of the
initiative is to promote the appreciation of persons with
disabilities within the Company.
Another highlight of note is the ‘Women in Focus’ pro-
gram. Created in 2021 in the form of a pilot in the
Operations department, in 2022 it was extended into
other areas of the Company. The aim is to reinforce the
READ MORE
about our approach to diversity in the
relevant table in the Annex
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
75
Lead Like a Woman
Launched in 2021 as a pilot and extended throughout
the Company in 2022, this program involves a journey
of self-awareness and acceleration of the careers of
women noted as being successors to leadership po-
sitions in the Company. In practice, the initiative was
established in the form of meetings with specialists on
the issue of gender equality, training techniques and
soft skills, assessments and mentoring.
Women made up 65% of the
trainees in 2022
Me, Leading
The ‘Eu Liderando’ ('Me, Leading’) program is a learning
and development journey for BRF leaders, divided into
three groups: Managers, Coordinators and Supervi-
sors.
More than 270 managers,
1,000 supervisors and 400
female coordinators have
benefited from the program
Gender distribution at BRF, by job category (%)1 GRI 405-1
2020
2021
2022
Men
Women
Men
Women
Men
Women
Board of Directors
86.21%
13.79%
87.18%
12.82%
92.45%
7.55%
Management
75.21%
24.79%
73.41%
26.59%
73.98%
26.02%
Supervisors and
Coordinators
Administrative
Staff
Operational and
sales
71.26%
28.74%
69.64%
30.36%
68.79%
31.21%
48.06%
51.94%
48.05%
51.95%
47.12%
52.88%
59.36%
40.64%
58.16%
41.84%
57.59%
42.41%
Total.
Total.
1 Data from Hercosul and Mogiana were not considered.
58.7%58.7%
41.2%41.2%
57.2%57.2%
42.8%42.8%
56.6%56.6%
43.3%43.3%
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
76
BRF is a company with enormous
potential to create an impact. Through the
business and our production chain, we
are in contact with suppliers, integrated
producers, clients, consumers, partners
and organizations which assist the
company in fulfillment of its reason for
being and contribute to its evolution.
Over recent years, we have been working
hard to strengthen our ability to generate
results. We are on a learning journey
to continue creating employment and
income, whilst incorporating good
practices related to our commitments to
Integrity, Quality and Safety.
This chapter brings together indicators,
projects and examples that demonstrate
how we create and share value, starting
with the relations constructed by the
Company with the accessed capitals and
the publics we impact, covering economic,
environmental, social and governance
issues (EESG).
Business
performance
We have made a commitment to our shareholders,
investors and society, to return the Company to it’s
historic performance levels. In 2022, based upon a
detailed and careful analysis of our business, we defined
an efficiency plan, which, once having been implemented
in the third quarter, had raised R$ 210 million by the close
of the year.
As part of this plan, which began as part of BRF’s new
shareholding and governance structure, we have
adopted the foundations of simplicity, agility and
efficiency. We reviewed our global footprint, adjusted our
product portfolio, optimized our Capex, and engaged
in maximizing the use of our assets, controlling our
leverage, and improving our supply management.
We have made value captures of around R$ 130 million
with the improvement of operational indicators, including
mortality rates, food conversion and productivity. We have
also reduced costs caused by inactivity of around R$ 50
million and reviewed our logistics efficiency, as well as our
transport, distribution and energy contracts. We improved
the level of our logistics service by 8 percentage points
(comparing Feb. 2023 x 2022).
We worked hard on the alternative grains consumption
strategy (DDG, sorghum and oils), managing to avoid
costs of around R$ 100 million over the year.
We made advances in our share of practically every
category in Brazil. In the international market, we consol-
idated our leadership in Halal and received more than 30
plant approvals for strategic markets, especially for Asia.
R$ 210 million
captured through the efficiency program
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
77
Some of the highlights of our indicators are listed
on the following page. In the second table, we
also present the consolidated results from the
management perspective - that is, eliminating the
accounting effects of the hyperinflation experienced
in Turkey (as detailed in explanatory note 3.5 in BRF’s
Financial Statements, accessible here); the negative
impact of the debt referred to as ‘hedge accounting’
in the sum of R$ 445 million in the net revenues of the
international markets in the second quarter; and the
impact of the Leniency Agreement, which totaled R$
583.9 million in the fourth quarter of 2022 (explan-
atory note 1.3).
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
78
Indicators and performance
In 2022, the net revenue reached R$ 53.8 billion, an
increase of 11.3% in relation to the previous year. We
saw a 2.8% increase in volumes, with an average price
8.2% higher in relation to R$/kg. The price strategy
and the greater volumes partially offset the general
increase in costs, from grains to raw-materials,
and the fluctuations in price of the exportation of
products such as chicken meat.
The Adjusted EBITDA for the period was R$ 3.9 billion,
29.9% below that of the previous year, with earnings
being strongly impacted during the period (both
gross and net), further reflecting the Company’s
performance and operational adjustments. In 2022,
the net revenue of the ongoing operations experi-
enced a loss of R$ 3.1 billion, and in the discontinued
operations of R$ 51 million.
This occurred due to the termination of certain
disputes related to losses incurred by entities sold in
Europe and Thailand in 2018 and 2019, as well as tax
contingencies relating to periods prior to the sales.
Our debt profile has remained long-term and
balanced between currencies and diversification, with
an average term of 8 years. We remain committed
to increasing the generation of cash flow to reduce
indebtedness and we have announced an asset
demobilization plan totaling around R$ 4 billion;
Presentation
Our way of
doing business
Net Revenue
Average Price (R$/kg)
COGS
COGS/Kg
Gross Profit
2022 Integrated
Report
Performance summary (R$ millions)
2022
2021
Var % p/a
Volumes (Thousands, Tons)
4,751
4,621
2.8%
Highlights - Adjusted
(R$ millions)
Consolidated
Management
Results 2022
Accounting
Impacts2
(non cash)
Consolidated
Corporate
Results 2022
Var %
53,805
48,343
11.3%
Volumes (Thousands, Tons)
4,751
-
4,751
-
11.32
10.46
8.2%
Net Revenue
54,093
(288)
53,805
0.5%
(45,672)
(38,651)
18.2%
Average Price (R$/kg)
11.38
-
11.32
0.5%
(9.61)
8,133
(8.36)
14.9%
CPV
9,693
(16.1%)
CPV/kg
(45,370)
(302)
(45,672)
(0.7%)
(9.55)
8,722
16.1%
-
(9.61)
(0.7%)
(590)
8,133
7.3%
-
15.1%
1.0 p.p.
Gross margin (%)
15.1%
20.0%
(4.9) p.p.
Our strategy
Net (Loss) Income Continued Operations
(3,091)
517
(697.4%)
Gross Profit
Gross margin (%)
Net Margin (%)
(5.7%)
1.1%
(6.8) p.p.
Net (Loss) Income Total Consolidated
(3,142)
437
(818.3%)
Net Margin - Total Consolidated (%)
(5.8%)
0.9%
(6.7) p.p.
Adjusted EBITDA - Op. Continuous
4,111
5,702
(27.90%)
Adjusted EBITDA Margin (%)
7.6%
11.79%
(4.15) p.p.
Corporate EBITDA
2,855
5,756
(50.4%)
EBITDA
4,016
(1,160)
2,855
40.6%
Net Margin - Continued Op. (%)
Adjusted EBITDA
EBITDA Adjusted Margin (%)
7.4%
3,896
7.2%
-
-
-
5.3%
2.1 p.p.
3,896
0.0%
7.2% (0.0) p.p.
Net (Loss) Income
(2,605)
(485)
(3,091)
(15.7%)
Corporate Ebitda Margin (%)
5.3%
11.9%
(6.6) p.p.
Net Margin - Total (%)
(4.8%)
-
(5.7%)
0.9 p.p.
Cash Generation (Consumption)
(3,996)
(1,479)
170.1%
Net Debt
14,598
17,332
(15.8%)
Leverage (Net Debt/Adjusted EBITDA LTM)
3,55x
3,04x
16.8%
Culture and
Engagement
Value Generation
Indicators
and annex
79
1
2
3
4
5
6
2022 Integrated
Report
Adjusted Ebitda (R$ millions)
2022
2021
Var % p/a
Direct economic value generated and distributed GRI 201-1
Consolidated Net Result - Continuous Ops.
(3,091)
517
(697.4%)
Economic value generated (R$ millions)
Income tax and social contribution
286
(552)
(151.7%)
Net Financial
2,669
3,045
(12.3%)
Depreciation and Amortization
2,992
2,746
8.9%
2,855
5,756
(50.4%)
Revenues
2020
2021
2022
39,470
48,343
53,805
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
EBITDA
Ebitda Margin (%)
Impacts of ‘Carne Fraca Operation’ and ‘Trapaça
Operation’ (Note 1.3)
Debt referred to as hedge accounting
Fair value of forests
Corporate Restructuring (note 29)
Income from associates and joint ventures
Value Generation
Effects of Hyperinflation
Impairment
Expenses with mergers and acquisitions (note 29)
1
2
3
4
5
6
5.3% 11.9%
(6.6) p.p.
* Excludes effects of hyperinflation in Turkey and the debt referred to as hedge
589
445
9
0
n.m.
n.m.
(34)
(16)
105.8%
45
(1,1)
0
0
n.m.
n.m.
0
(76)
(100.0%)
211
0
0
29
n.m.
(99.1%)
Indicators
and annex
80
Adjusted EBITDA
4,111
5,702
(27.90%)
Adjusted EBITDA Margin (%)
7.64% 11.79%
(4.15) p.p.
READ MORE
about our financial results - consult
BRF’s Financial Statements for the
2022 fiscal year on our Investor
Relations website, accessible here.
2022 Integrated
Report
Presentation
Our way of
doing business
Our strategy
1
2
3
4
5
6
Economic value distributed (R$ million) GRI 201-1
Distributed
2020
2021
2022
Operating costs
-28,544
-37,821
-44,734
Employee wages and
benefits
Payments to capital
providers
Payments to the
government
Investments in the
community
-5,784
-5,772
-6,117
-2,370
3,765
4,170
-4,236
4,657
5,916
0
0
0
Total
Total
-40,935
-40,935
-35,170
-35,170
-40,765
-40,765
Indebtedness
In 2022, BRF continued working on the restructuring
of its debt, seeking ways of reducing its leverage in
both the medium and short terms. We closed the
year with a 16.8% higher Net Debt/EBITDA ratio,
achieving 3.55x. The net indebtedness totaled R$
14,598 million at the end of the year, below the
R$ 17,332 million in 2021. Our average debt term
closed the last quarter at 8 years, 0.4 years less than
in the third quarter of 2022. At the end of 2021, this
level was 9 years.
In line with our strategy of seeking to extend the
debt profile in local currency, diversifying funding
sources and optimizing the term/cost relations, we
concluded some operations at the end of 2022, such
as a rollover of R$ 400 million in export credit notes
and the repurchase of US$ 41.9 million in bonds
maturing in 2050, amongst other fundings in subsid-
iaries.
Another important operation was the subsequent
equity offering (follow-on), priced in the first half of
the year, in which the Company raised R$5.3 billion
in order to strengthen the capital structure and
support strategic investments. The offering was
comprised of 270 million shares, involving both
ordinary shares in Brazil and ADRs in the United
States.
Economic value retained (R$)
“Direct economic value generated” less
“Economic value distributed”
Indebtedness (R$ millions)
Current
Non-current
2022
2021 ∆ 2022 and 2021 (%)
Culture and
Engagement
Value Generation
2020
2021
2022
Indicators
and annex
81
80,405
83,513
National currency
Foreign currency
(1,926)
(1,916)
(9,042)
(10,968)
(9,112)
(10,760)
(12,675)
(16,568)
Gross indebtedness
(3,841)
(19,802)
(23,643)
(25,680)
20.4%
(23.5%)
(7.9%)
94,570
Cash and investments*
National currency
Foreign currency
Total investments
Net indebtedness
4,330
4,219
8,549
4,708
105
391
496
4,436
5,011
(11.5%)
4,610
9,045
3,337
8,348
38.2%
8.4%
(19,305)
(14,598)
(17,332)
(15.8%)
* The cash considered is made up of: Cash and Cash Equivalents, Financial Applications and Restricted Cash
READ MORE
about our Capex in the Allocation of
Capital chapter
2022 Integrated
Report
Performance of the markets
Brazil
In 2022, the domestic market scenario was directly
affected by high inflation and high interest rates,
which made price pass-throughs in the internal
market difficult. Our net revenue increased by 8.8%.
The Ebitda Margin was impacted by the increased
pressure of costs of raw-materials, consumables,
services and labor. Despite the fragile consumer
scenario, we invested in our products, brands and
innovations, achieving an evolution of margins in
Brazil, gains in market share, a consolidation of our
leadership in preference and record performance
in our commemorative days campaign. Another
highlight was our efforts to improve service levels,
with more efficient logistics and regularity in
execution for clients. We closed the year with a
relevant base of clients in Brazilian retail, as well as 10
‘Mercato Sadia’ chain stores.
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
1
2
3
4
5
6
Value Generation
Consolidated Market Share:
Indicators
and annex
82
Share value (%)
2018
2021
2022
Sausages
Cold cuts
Frozen products
Margarines
37.1
50.2
49.9
50.3
32.4
46.2
41.7
58.2
31.2
43.2
40.4
54.9
COGS
COGS/Kg
Gross Profit
Gross margin (%)
Adjusted EBITDA
Adjusted EBITDA Margin (%)
Brazil segment (R$ millions)
Net Operating Revenue
Average price (R$/kg)
2022
26,997
11.87
2021
Var % p/a
24,809
10.78
(8.46)
5,350
8.8%
10.1%
18.7%
20.1%
(27.2%)
21.6%
(7.1) p.p.
3,021
(-57.31%)
12.18%
(7.40) p.p.
(23,105)
(19,459)
(10.16)
3,893
14.4%
1,290
4.78%
43.2%
preference in the food
sector for the Sadia and
Perdigão brands
60.2%
preference
in margarines
3.2+
million
Christmas kits
delivered
72%
market share
in Christmas
products
(Sadia and Perdigão)
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
83
International
The performance of the operations in
the international segment was positive
in many ways, with a rise of 13.4% in net
revenue, gains of 13.4% in average prices
and an increase of 9.2% in gross earnings.
As a result, even under the inflationary
pressures associated with challenging
situations, such as the war in Ukraine, the
increases in energy costs and raw materials,
and inflationary or slowdown contexts in
different regions, our Adjusted Ebitda was
7.2% higher than in 2021. Take a look at the
highlights per division:
Asia: there was downturn in net revenue,
explained by lower export volumes to
China and an appreciation of the Brazilian
real, partially mitigated by higher prices
of chicken meat for Japan, South Korea
and China. The preparation of new plants
for exportation is one of our response
measures: we were awarded 6 new plant
approvals for Singapore, Japan and China in
2022.
Halal: the DDP Halal segment saw
growth supported by the Adjusted Ebitda,
influenced by a net operating revenue
higher than the previous year. In this regard,
we increased the volume of sales to the
region, increased our share of products
with aggregate value, and improved our
price performance in the region, with
fluctuations in the supply of local chicken
meat. In Turkey, we continued to face
a very challenging scenario involving
hyperinflation, in which in 12 months
accumulated inflation reached 64.27%. In
the GCC, we performed well in volume of
sales, which, in the fourth quarter, with an
impressive rise specifically in processed
foods (17.5%).
Direct exports: Covering markets to which
we export fresh products, cuts of aggregate
value and processed foods in general, this
segment closed 2022 with a increase in net
revenue, with a higher share of aggregate
value products and price gains for the GCC
and Americas regions, due to events such
as the war in Ukraine and outbreaks of bird
flu in the United States, which led to better
prices for markets such as Mexico and
Chile. We should also highlight the increase
in plant approvals in new geographical
regions.
International Segment (consolidated - Asia, Halal, DPP and Direct
Exports) (R$ millions)
2022
2021
Var % p/a
Net Operating Revenue
24,391
21,515
Average price (R$/kg)
12.46
10.99
13.4%
13.4%
14.3%
14.3%
9.2%
(20,277)
(17,747)
(10.36)
4,114
(9.06)
3,767
16.9%
17.5%
(0.6) p.p.
2,348
2,189
7.22%
COGS
COGS/Kg
Gross Profit
Gross margin (%)
Adjusted EBITDA
Adjusted EBITDA Margin (%)
9.62%
10.18%
(0.55) p.p.
READ MORE
about the tables containing
our detailed results for each
international division in BRF’s
Financial Statements
2022 Integrated
Report
International highlights
Priorities for the international operation
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
84
50.2%
market share in griller
chicken
21.8%
market share for the Banvit
brand (leader)
38.1%
market share in the GCC,
1.6 p.p. higher than the
previous year
100%
of Banvit categories and
subcategories showed growth
over the course of 2022
2 p.p.
rise in sales in the GCC with
products of aggregate value
35
new approvals
of Brazilian plants for
exportation of in natura
products, offal, and processed
and industrialized foods
• To strive for greater resilience in exports, with
the diversification and expansion of markets
• To achieve greater efficiency in all areas
• To aggregate value to the products - a target
which will also protect the results from greater
fluctuation in prices which is a tendency in fresh
foods
• To supply increasingly more items that provide
the consumer with convenience
World Cup
During the period of this event, held in Qatar, we were present at all
points of contact with our consumers, with actions that covered more
than 66% of the main self-service stores in the Brazilian market.
Our presence also made a significant difference in the GCC. We
invested in digital media actions with the participation of local
influencers, whilst we were also present at the locations where the
event was being held with our Sadia brand, promoting products of
high added value - snacks and finger foods, for example, breaded
chicken sticks, nuggets and hamburgers.
We gained important exposure through our sponsorship of Beln
Sports, the exclusive World Cup broadcaster. Furthermore, we invested
in the activation of points of sale to stimulate sales in the processed
foods portfolio. In digital and social media, we managed to reach 31.8
million people.
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
85
Other segments
Our Ingredients division boasts a number of differentials and has pursued a
positive trajectory showing the good performance of other segments, which
experienced an 8.2% higher Adjusted Ebitda and a 33.9% rise in net revenue. By
having as a source of raw-material used in the manufacturing of ingredients in
its production chain, BRF has a distinct competitive advantage in this market.
The Company has added value to the segment, with plant certifications for
the exportation of products being awarded in 2022 and production expansion
actions under way.
Two product categories are important for this division: hydrolyzed products,
obtained from beef bones and cartilage and which have a high aggregate value;
and pharmaceuticals, with products such as heparin, an anticoagulant produced
from beef mucous.
In 2022, we also achieved positive performance with BRF Pet, which rose to third
position in the Brazilian animal feed market, feeding more than 3.6 million of
the country’s pets. Aiming to recover the Company's results, and invest in the
core business, the sale of this division was announced at the beginning of 2023.
Other Segments (R$ millions)
2022
2021
Var % p/a
Net Operating Revenue
2,704
2,020
Average price (R$/kg)
5.20
5.57
COGS
COGS/Kg
Gross Profit
(1,988)
(1,446)
(3.83)
(3.99)
716
574
33.9%
(6.6%)
37.5%
(4.0%)
24.8%
Gross margin (%)
26.5%
28.4%
(1.9) p.p.
Adjusted EBITDA
513
468
9.61%
Adjusted EBITDA Margin (%)
18.97%
23.16%
(4.20) p.p.
Corporate (R$ millions)
Gross Profit
Adjusted EBITDA
2022
2021
Var % p/a
0
(39)
1
23
n.m.
n.m.
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
86
Suppliers and the
production chain GRI 2-6, 204-1
As a global company, BRF has an extensive chain of
suppliers made up of partners with a wide range of
profiles - from supplies, logistics and commodities to
integrated producers. The Company closed 2022 with
more than 9,500 integrated agricultural producers and
approximately 30,000 suppliers, including centers and
branch units.
Of this total, we have 14,635 providers in the Supplies
category, whilst in that of commodities, we had 1,594 last
year, including rural producers, farmers, cooperatives,
traders and retailers, as well as other categories.
Over the course of the year, the good results in the
execution of the budget, guided by digital and integrated
price control, economic variations and relations between
supply and demand, allowed us to minimize the impacts
of expenses relating to production costs in this important
link of the chain.
In relation to integrated producers, we are guided by a
combination of integrity, compliance, economic and social
impact, mutual development and long-term relations to
expand the engagement and awareness of our sustaina-
bility ambitions.
In 2022, BRF’s volume of purchases with domestic
suppliers (Brazil), which we consider to be ‘local’, was
90.81% in relation to the total budgeted in the period.
Socio-environmental monitoring
GRI 3-3: Material Topic (Management, transparency and traceability of
the supply chain) 308-1, 308-2, 408-1, 409-1, 414-1, 414-2, FP1
We take an integrated approach to the management of
the chain. Different processes, management policies and
directives that cover the issue are supervised by a struc-
tured system of governance, using guidelines that range
from advisory committees to the Board of Directors and
which are the direct responsibility of Vice-Presidencies
and the directors of the Supply and Farming areas - with
EESG programs and initiatives that also involve teams
from areas such as Sustainability and Compliance.
Our evolution in partner management involves the
incorporation of socio-environmental premises and, in
2022, 100% of our 696 new partners were selected based
on this criteria. We have a Chain Monitoring Program,
which covers operations from the purchase of grains
through freight and logistics services, involving quality
audits, actions designed to disseminate the BRF Business
Partners’ Code of Conduct, consultations of public data
and contractual requirements. The requirements and
processes are:
Code of Conduct for BRF Business Partners: dissemi-
nation of the document, which establishes the rules and
ethical and socio-environmental behavior expected of
those who work with us.
Public lists: once a fortnight, we cross-check the infor-
mation contained in the public lists of entities such as 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 the
aim of identifying suppliers which are not in compliance.
Should irregularities be found, their registration is
blocked for future business, until their situation has been
regularized and they have been awarded a clearance
certificate.
Human rights and labor practices:: we have a HUMAN
RIGHTS CORPORATE POLICY and we aim to curb any
occurrence of labor in degrading or forced conditions,
or conditions that are no compatible with human dignity,
especially child labor.
Animal welfare: this is an essential theme in our
relations, from integrated producers to our dialog with
transport service and logistics providers, involving all
those who have contact with live animals.
Self-assessment: all of our suppliers have to fill out a
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
87
checklist/questionnaire addressing technical information.
One of our policies is to distribute our Business Partners’
Code of Conduct, Transparency Manual and Corporate
Policy on Human Rights amongst our suppliers and
partners. As well as covering the guarantee of human
rights, these regulatory documents contain specific guide-
lines on our position in relation to child labor, forced labor
or labor analogous to slavery - guidelines which must be
rigorously complied with.
We closed the year with 100% of BRF’s volume of
purchases made from suppliers who are in compliance
with the company’s norms and directives in relation to
social, environmental and human rights aspects.
Of the 35,225 partners assessed in social aspects, three
were identified as causing significant real or potential
negative social impacts, with whom we needed to
establish improvement plans. In relation to the socio-en-
vironmental issue, we also assessed 35,225 suppliers.
Fifteen of them were identified as causing negative
impacts and, of these, we have outlined improvement
plans for five partners. Also during the year, we ended
relations with 189 suppliers which presented real or
potential negative environmental impacts, representing
3.3% of the base.
Development of integrated producers
In 2022, we had approximately 9,500 integrated
producers working on animal farming. The controls and
governance relating to the partners involve evaluations of
compliance analyzing whether they should be included in
the definition of a Politically Exposed Person and whether
there exist any conflicts of interest (corporate relationship
or kinship with BRF employees and/or suppliers, for
example). We also apply actions to them in the sphere of
the Chain Monitoring Program, relating to sustainability,
compliance, legal compliance and human rights.
In the environmental sphere, we have an area specifically
working on control and management in order to monitor
suppliers together with extension workers, these being
employees linked to livestock farming who make periodic
visits to rural properties focused on the production of
animals forming part of our chain. The issues of animal
welfare, that are central to compliance in our chain, are
ratified by audits, certification programs and commit-
ments linked to our Sustainability Plan (read more in
Animal Welfare).
In 2022, we trained around 750 extension workers,
focusing on work methodologies and expansion of
the business’ economic vision. One example of an
action along these lines took place in May, in the form
of a conference to which more than 70 supervisors
brought external speakers to address the business and
relationship vision, with the ultimate aim of expanding
sustainability throughout our production chain.
The stability in the relationship with the Company could
be clearly seen in the results of the Satisfaction Survey
undertaken with our integrated producers. Involving
voluntary participation by 5,229 producers (a number
corresponding to 55% of the total), the study recorded an
approval index of 84.25% (higher than the 84% recorded
in 2021). This result reinforced BRF’s relationship and
integration strategy with its principal stakeholder in the
area of farming. We operate in line with the Integration
Law (in effect since May 2016), in such a way that its
application takes into consideration the due roles, respon-
sibilities and attributes of each (integrator or integrated)
player in the main elements of the system.
Another important highlight of the year was the
expansion of our payment policies based upon zootech-
nical performance - thus encouraging our integrated
producers to continue with their efforts to optimize and
modernize their activities.
In August 2022, BRF took part in the 2022 edition of the
International Poultry and Pork Show (SIAVS). At the event,
our integrated producers had the opportunity to take
part in forums of interest to them, involving speakers
on new technologies, clean energy and animal welfare
practices. Furthermore, during the event, 49 partners
received awards from the ‘5 Star Integrated Highlight’
program, which, now in its 15th edition, recognizes the
best integrated producers in each of BRF’s production
segments.
100%
of our integrated producers
were included in the sphere of the Chain
Monitoring Program, relating to sustainability,
compliance, legal compliance and human rights.
2022 Integrated
Report
Management of the logistics chain
Another important group of suppliers is the cargo trans-
portation providers, including both live cargo (animals
for farming and slaughter), raw-materials, consum-
ables and finished products. We have more than 22,700
partners (drivers and assistants) traveling more than 50
million kilometers per month in more than 50 countries
in Europe, South Africa, Middle East, Asia, Americas and
Brazil.
We have an Integrated Management of Suppliers
Program (GIF), an initiative that recognizes the perfor-
mance of our partners in the form of annual awards. In
addition to this is the Health, Safety and Environment
in Transport Program (SSMA), the role of which is to
reduce accidents and environmental impacts, combat the
sexual exploitation of children and young people on the
highways and ensure dignity in the performance of the
truck driving profession.
With the support of an independent company, we control,
monitor and manage the routines of these transport
professionals that are linked to the issue of personnel
management - such as, for example, vacations, admis-
sions, dismissals and legal documentation such as the
Occupational Health Certificate (ASO), toxicology exam
and Brazilian Driving License (CNH). We also adopt
technologies for purposes such as monitoring fatigue to
ensure compliance with the routines, and we have made
important advances, such as, for example, a reduction in
the accident rate (read more in Health and Safety).
Also forming part of the responsibilities of the
independent company is the monitoring of the leading
indicators related to personnel (such as turnover and
absenteeism) and climate studies aimed at identifying
opportunities for improvement and greater appreciation
and recognition for the workers employed by these trans-
portation companies. Also worth mentioning is the fact
that BRF monitors the individual conduct of the drivers,
whose ratings may be reduced or they may be prevented
from working for BRF for periods of between 15 days and
a year, should they be found to have committed irregular-
ities whilst providing services to the Company.
BRF has more than 22,700 partners operating
in the cargo transportation area. Distributed
throughout Brazil and in more than 50
countries in Europe, South Africa, Middle East,
Asia and Americas, they cover more than 50
million kilometers per month
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
88
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
89
Grains Treceability and Socio-
environmental Monitoring.
Material Topic (Management, transparency and traceability of the
supply chain)
We advanced in our socioenvironmental and deforest-
ation monitoring of the grains (corn, soy and sorghum)
used in our feed production. We pay special attention
to the Amazon and Cerrado biomes, where the risks of
deforestation, impacts on biodiversity, and other environ-
mental and social risks are recurring problems affecting
different production chains.
In 2022, besides the advances in the traceability of our
direct suppliers, we started the traceability and socioenvi-
100%
of the volumes purchased
from the Amazon and Cerrado
biomes are monitored using
socio-environmental criteria and
deforestation at Farm Level.
ronmental monitoring of indirect suppliers. These present
a particular challenge, not only for BRF, but for the entire
commodities sector.
We achieved 100% treaceability and socioenvironmental
monitoring of our direct suppliers from the Amazon and
Cerrado biomes to farm level. For indirect suppliers, we
achieved 45% treaceability in the same criteria. By doing
so, we achieved 61% of our commitment to “Ensure
treaceability of 100% of the grains purchased from
Amazon and Cerrado biomes by 2025”, in the second year
of the implementation process.
To be more transparent with our stakeholders in
relation to the criteria used in the monitoring process,
we published the Sustainable Grain Purchase Policy.
Suppliers that are non-compliant with our Policy are
preventively blocked, and then contacted to provide
clarifications about the non-conformities found. In 2022,
we blocked 189 suppliers from our historical base from
future negotiations. The main reason for the blocking was
due to the appearance on Ibama’s Embargoes List.
To evaluate cases of non-compliance with the criteria of
our Policy, in 2021, we created the Grains Sustainability
Multidisciplinary Committee. Composed of the Commod-
ities, Reputation and Sustainability, Legal and Compliance
teams, the Committee is responsible for the decision-
making on whether to continue or end the relationship
with these partners, by evaluating the associated risks.
In 2022, 14 cases were evaluated by the Committee, of
which 10 were blocked and/or had their negotiations
terminated, whilst with the other four we reached agree-
ments for improvements as a result of the evaluation.
1 Direct suppliers: deliver directly to BRF, as is the case with rural producers.
2 Indirect suppliers: these are intermediaries in the purchase and sale process,
involving traders, cooperatives, cereal farmers, crushers and other business
entities.
3 Historical base: all the suppliers of grains already registered in the BRF
database.
2022 Integrated
Report
Grains Treceability and Socio-environmental Monitoring
Socio-environmental Criteria Monitored:
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
90
AMAZON
Direct Suppliers
100%
Indirect Suppliers
43%
2021
Implementation
of the System
CERRADO
Direct Suppliers
100%
Indirect Suppliers
45%
2021
75% of direct
suppliers
traceability
75%
2021
Publication of the
Sustainable Grain
Purchasing Policy
2022
Definition of
the Indirect
Suppliers
process
Nominal Criteria
• Embargoes: IBAMA, ICMBIO, SEMA
Territorial Criteria
• Overlapping with: IBAMA, ICMBIO, SEMA
• Infringement onto: Conservation Units (CUs),
Environmental Protection Areas (EPAs)
Deforestation
• Amazon: zero deforestation after July 2008
Social
• Cerrado: illegal deforestation after December 2008
• PRODES Amazon and Cerrado
• Blacklist of Work Similar to Slavery published by the
Ministry of Labor and Employment (MTE)
• Overlapping with:: Settlements, Quilombolas and
Indigenous Peoples’ Lands
Biodiversity
• Avoid, minimize and/or compensate any adverse impacts
on the local biodiversity arising from the operations
2022
Publication
of the Grains
Sustainable
Supplier
Booklet.
2025
100% of
traceability and
socioenvironmental
monitoring.
100%
100%
45%
2022
Tracking: 100% of
Direct Suppliers
45% of Indirect
Suppliers
Net Zero
2040
2022 Integrated
Report
Presentation
Our way of
doing business
Our strategy
1
2
3
4
5
6
Communities and
social impact
GRI 2-29, 413-1
Our employees, service providers and integrated
producers form an extensive chain that brings quality
foods to the public’s tables every day. To this enormous
impact can be added actions employed by the Company
together with the communities neighboring its activities -
the objective of which is to promote local development.
In 2022, 27 of the Company's units developed programs
focused on the needs of the communities of which they
form a part, identified by means of communities and
processes of consultation together with the community.
These actions are led by the BRF Institute. All of the
units have socio-environmental impact evaluations, work
councils, OHS commissions and formal processes for
receiving complaints from the local communities.
Culture and
Engagement
In the area of Corporate Affairs, we perform engagement
actions that involve meetings in which the BRF senior
management takes part, dialogs with authorities and
Value Generation
Indicators
and annex
91
Food safety is part of
the social development
agenda supported by the
Company
representatives of the local government and business
community, as well as meetings with the operational
teams of private institutions and companies. The
actions involve three pillars: constructing long-term
relationships; working on the proposing and discussion
of public policies; or acting in reaction to emergency
and/or critical situations, such as crises of image or
reputation, or emerging agendas. In these cases, we
can work directly or through sector entities, depending
upon the issues in question.
Highlighted by our stakeholders during the process
that resulted in BRF’s current materiality (read more
on page 4), the issue of food safety is addressed in
the commitments made in the BRF Sustainability Plan
and is amongst the priorities of the Company's social
impact programs. Our aim is to promote education
on reducing food waste amongst 1.5 million people
globally. Furthermore, we are committed to the health-
iness agenda, which impacts our customers - hence the
importance of product lines that stand out. We track
the efficacy of our measures by means of nutritional
improvement indicators as well as impact indicators
from the BRF Institute (such as those that are the result
of projects such as ‘Food that Transforms’).
BRF Institute
GRI 3-3: Material Topic (Food safety)
GRI 203-1, 203-2
The BRF Institute (IBRF) is a private association of public
interest, founded by BRF to strategically channel the
Company's social investments. The IBRF is responsible
for managing the BRF Corporate Volunteer Program
and for the entire BRF social intelligence area, defining
the strategies for social investment in the different
regions, especially where there are productive units, and
acting with the different business areas to find oppor-
tunities for the promotion of a positive social impact in
the communities and society as a whole through two
strategic lines: “Food that Transforms” and “Education
for the Future”.
The BRF Institute is supported in its operations both by
means of its own resources, provided by BRF, and by the
guidance provided by the investment of tax-deducted
funds obtained through state laws. Its activities undergo
The priority social investment pillars are:
> Food that Transforms
> Education for the Future
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
92
an annual financial audit. The governing body is made
up of a meeting of associates, an Audit Committee and
a board made up of the CEO and the Executive Board.
There is a technical staff focused solely on the associa-
tion’s activities, which maintains an ongoing dialog with
BRF’s stakeholders and management.
13,400 hours dedicated
to the Volunteer Program,
which benefited more than
230 social organizations
As well as this focused staff, the BRF Institute manages
and includes the operation of the Social Investment
Committees, groups of employees at the production
units, administrative offices and distribution centers with
the aim of mediating the local social investment actions,
ensuring this form of volunteer engagement, and the
importance and legitimacy of the initiatives implemented.
The initiatives focused on the communities follow a series
of corporate directives, including the Social Investment,
Corporate Volunteer and Institutional Relations Regula-
tions, as well as the Sustainability, Donations and
Sponsorships, and Human Rights Policies.
Volunteering and Corporate Citizenship
As well as the program themes, we also remain
committed to the BRF Volunteer Program, which aims to
connect our team with the communities where we have
operations. In 2022, we once again started to implement
intensive volunteer actions, with more than 3,000 volun-
teers from amongst the BRF employees, who participated
in the BRF Institute’s 416 actions in 49 municipalities.
More than 50,000 people benefited from these actions.
In total, 13,400 hours were dedicated to the Program,
which involved more than 230 social organizations with
actions focused on issues such as education, food and
the needs of the local communities. The focus of the
actions performed were the thematic axes of the IBRF
(an education actions campaign in April, another focused
on food in October, and on Christmas in December) as
well as the most pressing needs of the BRF municipalities
(cleaning rivers, blood donations, and income campaigns,
amongst others).
Food that Transforms
This front involves programs and projects aiming to
promote entrepreneurship and socioeconomic inclusion,
education in order to reduce waste and encourage the
conscientious consumption of food, guaranteeing their
access to the communities where BRF is active.
In 2022, we continued with a number of programs,
including the Gastromotiva Community Kitchens Program,
the Ecco Communities Program, and the Periphery
Cookery Training Program, impacting 11 municipalities
in the states of Rio de Janeiro, São Paulo, Minas Gerais,
Pernambuco, Bahia, Goiás, Mato Grosso and Mato Grosso
do Sul.
Furthermore, we established a new partnership with the
‘Comida Invisível’ startup, to pursue a nationwide action
focused on education for the reduction of food waste,
using the ‘Comida Invisível Educa’ platform.
We also continued our research partnership with the José
Egydio Setúbal Foundation. Amongst the highlights in
2022, we saw the publication of works and articles on the
research performed in 2021 concerning the food loss and
waste situation. A new study on the scenario of private
social investment and food safety was also undertaken,
the results of which are to be published in 2023.
2022 Integrated
Report
Results & impact
in 2022
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
93
226,952
people
impacted
by multimedia
content
160,000
meals served and
47,432 people
suffering from
food insecurity
benefited through
the partnership
2
academic
articles
published about
food loss and
waste
20 community kitchens
supported in partnership with
‘Gastromotiva’ in São Paulo, Rio
de Janeiro, Seropédica, Duque de
Caxias, Curitiba, Salvador, Lucas
do Rio Verde and Dourados
Affecting public policies
The partnership with ‘Connecting Food’,
in Lucas do Rio Verde (MT), allowed the
implementation of public policies through
the development of a collection system
in the municipality, involving a local food
donation network.
COP27
We participated in a table at the United
Nations’ 27th Climate Change Conference
, as an effective investor in GovTech
Lemobs’ Intelligent School Meals solution.
The technology was implemented in
indigenous schools in Dourados (MS) and
contributed to the effect that in just one
year there was a reduction of 18.8 tons
of waste, with a potential reduction in the
emission of 11 tCO2e and savings of R$
400,000.
2022 Integrated
Report
Ecco Communities
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
94
3.26t +
of food distributed
R$ 34,000
generated in formal
income for local
families
65% +
less food wasted in
public school meals
40
educational
materials on food
loss and waste
8
businesses
assisted
5
startups with
pilot projects in
the 1st edition
of the Ecco
Communities
Program
Projects on accessible content, distribution of
food that would have been wasted, management
of the expiry of products in different places,
income management for beginner cooks and
management of school meals
Operations in the municipalities of
Dourados (MS), Lucas do Rio Verde (MT),
Nova Mutum (MT), Rio Verde (GO) and
Uberlândia (MG)
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
95
Education for the Future
Results & impact in 2022
In this area, the focus of our projects is access to
quality education, the encouragement of entrepre-
neurship, and inclusion in the work market. In 2022,
we established partnerships with organizations such
as the Ayrton Senna Institute, UNICEF, Visão Mundial,
Digital House and the Gama Academy, to ensure
educational support, access to the internet, and
the socio-emotional and cognitive development of
students in vulnerable situations. We also supported
training for migrants, refugees and disabled persons.
Combating waste at home
Promoting education starts at home, with pilot projects
implemented in the restaurants of our installations with the
assistance of behavioral psychology concepts. One of the tools
that we have employed as part of this agenda is the totems
installed in the manufacturing units (and which form part of the
Ecco Platform) to provide the employees with tips on tackling
waste. We also performed actions in 29 canteens operated by
partners such as Industrial Social Services (Sesi), focused on
the comprehensive use of food, reaching more than 40,000
employees with content concerning cutting food waste.
> Portuguese language lessons and
vocational training for migrants
> Distribution of connectivity kits to young
people in vulnerable situations
> Training of education professionals in
the form of socio-emotional dialogs
> Promotion of learning recovery and
literacy programs
24,412 people
directly impacted (students and education
professionals)
2022 Integrated
Report
Animal welfare
GRI 3-3: Material Topic (Animal welfare), SASB- FB-MP-430a.2
BRF’s global animal welfare program establishes guide-
lines that ensure management of this issue together with
integrated producers and employees in all countries where
we are present. Furthermore, the BRF Sustainability Plan
involves 11 commitments related to this issue which are
connected to international benchmarks and challenges
facing the sector. In 2022, we invested more than R$ 41
million in animal welfare (BEA), including R$ 8 million in our
proprietary farms, and R$ 33 million through incentives for
integrated producers for structural alterations designed to
meet our commitment to collective gestation.
We have adopted the concept of the five domains of
Animal welfare an evolution of the Five Animal Freedoms
established by the Farm Animal Welfare Committee (FAWC),
which include not only physiological aspects, but also the
behavior and mental states of the animals. We have a
zero-tolerance policy concerning animal mistreatment, with
public targets, commitments, team training, protocols and
ongoing improvements in farming and slaughter practices.
The governance related to this issue ranges from senior
management (by means of discussions within the Sustain-
ability Committee that advises the Board of Directors) to
the directors involved in the farm and industrial operations.
Considered to be a material topic by our stakeholders, as
demonstrated in the materiality process performed (read
more on page 4), animal welfare at BRF involves audits,
inspections, checklists, analyses of cases of non-com-
pliance, technical committees, compliance standards,
training and awareness-raising, and actions involving the
integrated producers.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
96
Five Animal Freedoms
1. Nutrition
Proper consumption of
nutritious food for a pleasant
experience.
2. Environment
Good conditions that offer
comfort and safety.;
3. Health
Animal care procedures for
robustness and vitality;
4. Behavior
Varied activities and rewarding
challenges;
5. Mental state
Prioritizing comfort, interest
and trust to avoid negative
experiences
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
97
To gauge the challenges and the progress we have made
in this area, we have adopted the Compliance Matrix in
Animal Welfare, which crosses compliance with current
laws and regulations and international protocols, and
applies it to the slaughter of swine and poultry and to the
farming of broiler chickens and turkeys, and swine These
analyses are performed in the sphere of Animal Welfare
Management, which involves teams of veterinarians.
Added to this formal structure are various tactical working
groups and committees with representatives from the
Quality, Supply, Planning and Operations, Regulatory and
Farming departments. In 2022, the scope of application
of this tool came to include the poultry and swine repro-
duction chains.
BRF’s production chain includes chickens (Brazil and
Turkey), broiler turkeys (Brazil and Turkey) and swine
(Brazil), produced under the supervision and control of
BRF. The raw materials of animal origin (beef and dairy
products, as well as industrial use eggs) are sourced from
ratified suppliers who have to meet the animal welfare
requirements set forth in the CODE OF CONDUCT FOR
BRF BUSINESS PARTNERS.
Furthermore, since 2019, BRF’s animal welfare officials
have used samples to perform more than 9,000 assess-
ments of integrated producers from the broiler chicken,
broiler turkey and swine chains. In 2022, around 2,500
integrated producers (or 26.3% of the properties in our
chain) were assessed. The units have the autonomy
to perform monthly self-assessments, whilst they also
undergo second-party audits performed by a corporate
team, some of which also include audits by clients and
certifying entities.
Over the course of the year, 100% of our broiler chicken,
turkey and swine abattoirs underwent a total of 376
assessments in relation to the criteria of receipt and
slaughter of live animals. All cases of non-compliance
identified were monitored and addressed by the welfare
officials at each unit.
Since 2021, we have also been moving forward in our
mapping of suppliers of raw materials of animal origin,
in order to understand the methods used in farming,
slaughter, certification, mutilation and environmental
improvement adopted in their chains. To do this, the
Animal Welfare Management department uses question-
naires to monitor those partners which produce beef and
lactose products.
R$ 41.3
million
invested in
animal welfare
100%
of the broiler chicken,
turkey and pig
abattoirswere assessed on
a monthly basis in relation
to the criteria of receipt and
slaughter of live animals
Certified production of animal
welfare
SASB-FB-MP-410a.3
Currently, 87.5% of swine are slaughtered
at units certified to third parties, through
the North America Meat Institute protocol,
representing an advance of 50% on the
indicator compared to 2021. This index
reached 77.4% in broiler chickens (with
the National Chicken Council’s protocol
being adopted in this chain), an advance
of 9% in relation to 2021. The audits are
conducted by professionals approved by the
Professional Animal Auditor Certification
Organization (PAACO).
In 2022, five new poultry and swine
slaughter processes were certified and the
others were recertified - at the Uberlândia
(MG) (poultry and pigs), Lucas do Rio Verde
(MT), Dourados (MS) and Chapecó (SC) units.
Indeed, this final unit was certified in animal
welfare by the National Turkey Federation,
the first certification for turkeys.
In the field, our production processes are
continually checked and audited by our
clients and by international entities. More
details can be found in the BRF Quality
chapter.
2022 Integrated
Report
Everyone engaged in animal welfare
Our animal welfare officials perform and increase qualifi-
cation in this area of 100% of the employees, third parties
and producers who work with live animals, from the
incubation units and semen centers through to slaughter.
Furthermore, we are attending to the increased interest
being shown by our consumer public, by broadcasting
webseries and publishing material on the company's
social media, and including the issue in brand communi-
cations, especially in EESG focused categories, such as the
Sadio BIO and Sadia Organic lines.
Presentation
Our way of
doing business
Our strategy
In 2022
Culture and
Engagement
Maintenance of the animal
welfare theme portal
Value Generation
Coverage of the issues on the
Integrated Producers’ Portal and
in the BRF Rural journal
Farming and slaughter
practices
GRI FP10, FP11, FP12, FP13, SASB FB-MP-160A.2 SASB-FB-MP-
410A.1
All of our commitments related to management of
the life cycles of poultry and swine (from breeding to
slaughter) are in compliance with the five fundamental
freedoms, zootechnical parameters, and the animals’
conditions of environmental comfort and welfare.
Stocking density, number of feeders and drinking
troughs, heating and cooling systems, water quality
and quantity, nutritional levels and environmental
control, humidity, ventilation, temperature, lighting
and bedding quality are some of the features that are
monitored periodically. 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. The exception to this is in
Sadia’s organic line, which differs in that the poultry
have access to an external area, following organic
farming standards.
Indicators
and annex
98
More than 1,000 hours of
training in animal welfare
provided
more than 120 employees were trained
under the humane slaughter program, with
100% of Brazil’s units represented
1
2
3
4
5
6
With the aim of improving our indicators and perfor-
mance, we operate in line with the GLOBAL G.A.P. and
Certified Humane standards.
We work to limit the duration of the transportation of
live cargo to a maximum of 8 hours (less than the time
required by law). A working committee involving the
Sustainability, SSMA, Operations and Farming teams
performs inspections and aims to implement good
practices in risk or accident situations.
Mention should also be made of the use of good
quality poultry bedding, with a depth of 15cm for
turkeys and 10cm for chickens. They are composed
of shavings and/or rice husks, and are entirely free
of contaminants. The bedding allows the animals
to behave naturally, including scratching and taking
powder baths. As well as the bedding, all turkeys have
access to pecking objects for them to be able to fully
express their natural behavior
All swine and turkeys are stunned prior to slaughter,
guaranteeing a state of unconsciousness through until
the end of the bleeding process.
Read on the following page about other important
practices in the farming and slaughter of animals:
2022 Integrated
Report
Poultry SASB-FB-MP-410a.2
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 to be one of 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 a nest, a necessary structure for
the animals to be able to express their natural behavior.
BRF does not produce eggs for sale, something which
occurs only in the case of infertile eggs. Whatever the
case, all eggs that do come to be sold are classified as
cage free.
Feeding: broiler chickens have free access to water and
feed prepared by nutritionists according to the needs of
each phase of the animal’s development.
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Correct temperature: we maintain conditions of
thermal comfort for the animals through the use of
special equipment, and the maximum and minimum
temperatures and humidities of the installations are
recorded every day for control and monitoring purposes.
Indicators
and annex
99
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 of
the animal, in each farming system.
Beak trimming: we use laser equipment (instead of a
cutting and cauterizing system) on 100% of our turkeys,
as well as on the broiler chicken breeding hens, whilst
respecting the limit of removing a maximum of 1/3 of the
1
2
3
4
5
6
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, with 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 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.
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.
100% of our fertile egg producing poultry
are cage free with access to a nest,
a necessary structure for the animals to
be able to express their natural behavior.
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
100
Swine SASB-FB-MP-410a.1
Assessment and management: 100% of the animals
are checked as soon as they arrive at the factory, with
management being performed by professionals trained in
animal welfare.
Freedom at the installations: in accordance with
European directives, considered to be amongst the
best in the world, all BRF fattening pigs have freedom
of movement. 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.
Weaning; the minimum weaning age should be 21 days,
with an average age of 25 days.
Vaccinations without needles: The Lucas do Rio Verde
(MT) unit implemented a system of vaccinations without
the use of needles, meaning less stress for the animals.
Castration: in 2022, BRF achieved another of its public
commitments in relation to the reduction of physical alter-
ations in swine From December 2022 on, no swine has
been submitted to surgically castrated without anesthetic.
Roughly 1% of male pigs intended for the production of
Parma ham are subjected to surgical castration. Following
more than two years of experiments, we have begun to
produce Prosciutto without the need to surgically castrate
the animals. In the rare cases in which surgical castration
is still necessary (around 0.17%), it will be performed with
anesthetic.
Collective gestation: we have adopted a system of
collective gestation as mandatory in all of our expansion
projects and we are committed to implementing collective
gestation pens for 100% of our breeding sows by 2026
In 2022, the adaptation of more than 16,500 positions
meant that we reached the sum of 53.4% - a rate that we
intend to raise to 56.3% in 2023.
Policies and practices, by species and type of farming, related to physical alterations and the use of
anesthetic
Species/Farming
Types of physical alteration
performed on the species
Report of farming practices applied to these animals and
whether anesthetics are used during the physical alterations
Broiler chickens
No form of physical alteration is
performed on poultry.
N/A
Fertile Broiler
Chickens
Beak treatment (beak trimming)
100% of the breeding stock 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;
Broiler Turkeys
Beak treatment (beak trimming)
Since December 2022, none
of our swine have been
surgically castrated without
anesthetic
swine
Tail docking
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 farmed under BRF’s global integration
system have their tails docked by the third day of life. This
process is still necessary to maintain the animals’ welfare,
avoiding the risk of cannibalism during the growth and
fattening phases. We are working to develop an analgesic
that will reduce any type of discomfort caused during the
procedure.
2022 Integrated
Report
Percentage of species by type of housing
Type of housing%
Turkeys
Chickens
Pigs
Low acclimatization (yellow or blue curtains)
12.5
30.1
Conventional curtains (open and making full use of the natural
conditions of the space)
87.5
22.9
High acclimatization (black x silver curtains with the use of
cooling equipment to cool the environment and humidifiers)
Presentation
Collective gestation
Individual gestation
Our way of
doing business
Medicines
0
0
0
47
0
0
0
0
0
53.4
46.6
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
101
In relation to the use of antibiotics and medicines in
general, BRF operates 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
in three categories: critically important, highly important
and important.
Our team of veterinarians 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. Furthermore,
hormones to increase growth in the integration of poultry
and swine are not used.
In the BRF global poultry chain, we do not use antibiotics
classified by the World Health Organization as harmful to
human health, and we are working to reduce the use of
this class of medicines in the pig chain.
We only make use of antimicrobials for therapeutic
purposes, under the evaluation of veterinarians, and only
when injuries have been observed. All the processes are
noted on the lot’s monitoring sheet. All the products are
purchased and supplied by BRF, and integrated producers
are forbidden from privately using or acquiring them
themselves. The grace periods are rigorously observed
and inspected by the BRF team, with no waste in the
meat. In the Sadio Bio line, we do not use any medicines
in the animal farming, with this process being certified by
a third party.
In 2022, the use of antibiotics in broiler chickens stood
at 4.08mg for every kilogram of chicken meat produced,
meaning a 73% increase compared to 2021. In the
production of pigs, there was a modest increase of 2.83%
in the use of antibiotics for each kilogram produced. In
the production of turkeys, the amount remained stable.
SASB FB-MP-260A.1
1
2
3
4
5
6
Innovation in
sanitary quality
In 2022, as part of our maturing process and
evolution in the Quality System (read more
here), we made a series of advances relating
to the control and monitoring of indicators
and processes in the production chain. Some
highlights were:
> Establishment of new vaccination
protocols in the breeding sow areas and in
the broiler chicken incubation units
> Development of assessment of products
that can be used as alternatives to
antibiotics
> Use of Artificial Intelligence in the
prediction of sanitary agents, combining
good production practices with technical
indicators
> Revision of all our biosafety controls,
contributing to the country’s negative
status in relation to Avian Influenza and
Newcastle disease
> Undertaking of a series of training
sessions for technical teams working in the
field
2022 Integrated
Report
Environmental management
We have a complex system of environmental
management to be able to gauge impacts, the use of
resources, and performance and compliance indicators
in our industrial plants and administrative opera-
tions around the world. We are fully committed to the
protection of the environment, the management of water
and the fight against climate change.
is used as an indicator for monitoring the protection
of the environment and our performance in relation to
effluents, waste, emissions, noise, smell and compliance
with environmental authorizations and licensing. The ESI
environmental indicators, as well as gauging the industrial
and farming units in Brazil, Abu Dhabi and Turkey, also
apply as a pilot project to our grain units.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
102
Our activities in this area are guided by our Sustainability
Policy and our Policy for Health, Safety and Environment
(HSE), as well as regulations such as the ISO 14001,
programs such as the ‘Mais Excelência’ (+Excellence) and
‘Operational Excellence System’ (OES) programs, and by
laws and regulations to ensure that we are constantly
striving for efficiency in our activities.
To ensure execution of the environmental management
system, our governance in relation to this topic involves
local HSE teams at all the units and operations, and
tactical committees involving managers and leaders
with responsibilities being clearly assigned in relation
to environmental controls. One example of this is
the Water Steering Committee, which is focused on
encouraging actions of water resource management
in the operation (read more on the following pages). The
Animal Welfare Committee is another instrument of
governance concerning animal welfare that covers a
number of different environmental issues connected to
the management, farming and slaughter of animals (read
more on page 94).
We have an Environmental Sustainability Index (ESI) that
In 2022, compliance with the ESI reached 93.6%, with the
forecast target having been 93%. This indicator varies in
accordance with any updating that is made to the legal
requirements and renewals of the environmental licenses.
Between 2014 and 2022 we invested a total of € 427
million in projects that benefit the environment and
adhere to one or more of the eligibility criteria estab-
lished by the green bonds issued by BRF. In 2021 and
2022 alone, these investments (which were made in the
areas of energy efficiency, renewable energy sources
and reduction of greenhouse gas emissions) totaled
R$ 369.11 million (or € 105.64 million, considering the
exchange rate at the time of the launch of the green
bonds in 2015.
The HSE issues are considered in relationship to all the
parties interested in our operations, including in the
processes that involve the transportation of people and
cargo, and which form a part of the HSE Management
System for Transport and Distribution. In order to demon-
strate ongoing accountability regarding our environ-
mental impacts and results, our performance in the most
important environmental indicators are communicated via
the Integrated Report, results reports and regular market
communications.
We have an Environmental Sustainability
Index (ESI) that is used as an indicator
for monitoring the protection of the
environment and our performance in relation
to effluents, waste, emissions, noise,
smell and compliance with environmental
authorizations and licensing
2022 Integrated
Report
Emissions and climate
GRI 3-3: Material Topic (climate change, water and energy)
TCFD-1.a, TCFD-1.b, TCFD-2.a, TCFD-2.b, TCFD-2.c, TCFD-3.c
One of the material risks for companies connected to
food production, and one which is shared with the whole
of humanity, is climate change. We are aware that our
operation, our projects, our value chain and the lives
of our stakeholders could be decisively impacted by a
failure to contain climate change, and, as a company with
a global presence, we have a fundamental role to play.
As such, the Company’s Sustainability Plan elected to
become a Net Zero company by 2040 as one of its main
ambitions.
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.
These reduction targets were established in comparison
to the baselines from 2019 and 2020, respectively.
As we move forward on this journey, BRF has adhered to
the Science Based.
Targets (SBTi) and our targets are now under review in
light of the updates to the ‘FLAG’ methodology (Forest,
Land and Agriculture), that were published in September
2022. This new methodology guides companies in these
sectors in estimating how much and how quickly they
need to mitigate their emissions related to land use,
according to the target of the Paris Agreement to limit
global warming to 1.5°C.
In practice, this commitment has driven us to seek
operational efficiency in our processes, for which we are
prepared to deal with extreme situations and events,
invest in technological modernization, always aiming
for more sustainable solutions, and engage the entire
production chain in the decarbonization of their opera-
tions, with public targets based on science, in line with
global methodologies. This agenda is in accordance with
the importance given to the matter by our stakeholders
in the materiality process performed last year, whilst it
also directly engages with the BRF Sustainability Plan and
our monitoring indicators and metrics. We recognize the
impact of the issue on our business, as well as the risks
and opportunities that we can create as a result of the
environmental footprint of the BRF operations and value
chain.
In 2022, to assist in the process of prioritizing the initia-
tives, in partnership with the Getulio Vargas Foundation
we developed a carbon pricing methodology, allowing us
to collect data on the financial impact of the carbon in our
projects and assist us in assessing the risks and opportu-
nities involved in the global scenario. By measuring this
variable, the Company is now able to assess, compare and
prioritize strategic investments incorporating this new
perspective.
Despite the uncertainties concerning the implementation
of a regulated market in Brazil being a challenge, we
are working to improve the pricing tool with the aim of
developing practical knowledge and increase our ability to
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
103
We are committed to reduce Scope 1 and
2 emissions by 35%
and Scope 3 emissions by
12.3%
by 2030, this being our medium-term
target within our commitment to Net
Zero
R$ 93.2 million
invested in climate change
adapt to a future mandatory scenario.
Management of the BRF climate agenda is performed
at different hierarchical levels. Since 2021, we have had
a Net Zero Committee, which is composed of members
of the senior management and the technical areas, with
the aim of discussing the progress of the Net Zero plan
and identifying opportunities that support the reduction
of the emission of greenhouse gases in both our own
operations and those involved in our value chain. The
status of the Net Zero Plan is also reported to the Board
of Directors.
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
104
Performance
GRI 305-1, 305-2, 305-3, 305-5, TCFD-4.b SASB-FB-MP-110a.1, SASB-
FB-MP-110a.2
We are one of the 27 founders of the Brazilian GHG
Protocol and for more than a decade now we have
regularly published an inventory of our emissions
of greenhouse gases in the Public Emissions Report
Records.
Amongst the good practices implemented, we have
recently digitalized our greenhouse gas emissions
inventory process, involving automated collections and
analyses, thereby improving accuracy and facilitating the
tracking of the information. Furthermore, as a means of
supporting the commitment, as well as the integrity and
transparency of our processes, we submit the Scope 1
and Scope 2 inventories to an annual third party audit.
Since 2009, we have been included in the B3’s Carbon
Efficient Index (ICO2), and for more than ten years our
inventory has held the Gold Seal awarded by the Brazilian
GHG Protocol Program, which certifies us at the program’s
highest level, ensuring transparency and reliability in the
reported data. In 2022, we were included once again in
the Climate Resilience Index (ICDPR70), launched by CDP
Latin America, the international organization responsible
for gauging the environmental impact of companies and
governments.
In 2022, we recorded a 23% reduction in Scope 1 and 2
emissions compared to 2021, as well as a 26% reduction
in our absolute GHG emissions in relation to the baseline
(2019). The performance of BRF emissions was impacted
by the reduction of the energy GRID emission factor in
Brazil, leading to a reduction in BRF’s Scope 2 emissions in
2022, when compared to 2019, and by the strategy imple-
mented by BRF to prioritize clean and renewable sources
when acquiring energy.
The mapping, measurement 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 identified the chain links of priority
importance and the main initiatives that can contribute to
a reduction in our emissions. In 2022, we made advances
in the mapping of more than 10 categories applicable to
the value chain, whilst a mitigation ‘roadmap’ is currently
under development.
As such, the sources of Scope 3 emissions measured
by BRF currently refer to the upstream logistics, the
external treatment of waste, and business trips. In 2022,
we recorded a 5% increase in Scope 3 GHG emissions,
in relation to the baseline (2020), and a 0.2% increase
in relation to 2021, this having been influenced by the
resumption of business trips following the slowdown
caused by the Covid-19 pandemic, as well as the increase
in the amount of waste sent for external treatment in the
form of composting.
26%
reduction of Scope 1 and 2
absolute GHG emissions
ICO2 and ICDPR70
We are listed in the leading indexes
that attest to our commitment to the
agendas linked to carbon emissions
and climate change
2022 Integrated
Report
Emissions of greenhouse gases, by tCO2eq¹ GRI 305-1, 305-2, 305-3, 305-5
2019
2020
2021
2022
Variation 2019x2022
Scope 1
Total gross emissions of CO2e
Biogenic emissions - Scope 1
Scope 2
337,066.52
304,502.30
318,393.38
299,853.23
2,090,691.25
2,033,534.18
2,161,670.02
1,737,207.60
Total gross emissions of CO2e - approach based upon the location
240,799.08
203,934.39
319,563.93
159,488.08
Presentation
Reductions arising from indirect emissions from the acquisition of renewable
energy
-
-
78,940.94
29,656.83
Total gross emissions of CO2e - Approach based upon the choice of purchase
240,799.08
203,934.39
240,622.99
129,831.25
Scope 3
Our way of
doing business
Total gross emissions of CO2e
Biogenic emissions - Scope 3
736,489.57
699,695.17
731,895.45
733,159.47
-
-
-
39,187.31
-11%
-17%
-34%
-46%
5%
-
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
105
1 From 2019 to 2021, we have included 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 hydrofluorocarbon. 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.
2 The approach taken for consolidation is by means of operational control.
3 The company defined the year 2019 as the baseline for the reduction of emissions of Scopes 1 and 2 greenhouse gases, due to the reliability of the data and historic monitoring of the emissions, as well as having internal targets for reduction of the intensity of
GHG emissions since then. The year 2020 was defined as the baseline for Scope 3 emissions, due to the reliability of the emissions data.
4 The total gross Scope 1 + Scope 2 emissions of Co2e does not include biogenic emissions
Energy
Our commitment to increasing our use of electricity
generated by clean sources by 50% by 2030 has been
a priority for our investments over the last decade. This
measure can be added to our actions concerning efficiency
and the energy transition to renewable sources involving our
entire operation and the chain as a whole - actions which are
also driving our commitment to Net Zero.
continued with our construction of self-generation energy
parks, which are to begin their operations tests in 2023, with
operations themselves planned to begin 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.
Currently, 90% of the energy consumed (fuels and electricity)
by BRF is drawn from renewable sources, 31% of the
electricity consumed comes from clean sources (solar and
wind), whos 24%* comes from market based sources.he
measurement of energy measured in the production units
and 24% comes from tax-deducted energy. In 2022, we
* The premise for the accounting of 302-1 in Brazil includes the management of energy sourced from the free market, which shows a variation compared to the measurement
of energy measured at the production units
In the value chain, 350 new solar energy generation plants
were installed by our integrated producers. Around 1,500 of
the Company’s integrated producers currently use photo-
voltaic power stations on their rural properties, achieving a
reduction of 95% in the cost of supply.
350
new solar energy
generation plants
were installed by our
integrated producers
in 2022.
29,656.83
(tCO₂e)
in indirect emissions
arising from the
acquisition of tax
deducted
renewable energy -
Scope 2
1
2
3
4
5
6
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
106
The percentage of producers using solar energy gener-
ation systems accounts for approximately 15% of the
entire number involved with BRF. The use of 100%
clean energy means an estimated power generation
of 19,713.75 MWh/month, equivalent to the amount
consumed by a city of 230,000 inhabitants.
The 100% clean generation of energy in
the BRF’s integrated with solar panels
currently equates to 19,713.75 MWh/
month, equivalent to the amount
consumed by a city of 230,000
inhabitants
The solar panels ratified by BRF have a factory guarantee
of 12 to 15 years and a generation guarantee of 25 years,
whilst ratified inverters are guaranteed for between 15
and 20 years, meaning there is less worry about having
to change systems or perform maintenance on the
equipment. To support its integrated producers in their
switch to photovoltaic panels, BRF has established a
partnership with financial institutions aimed at funding
investments in the installation of solar panels at their
farms.
Furthermore, visits have been made to all the production
units in the states located in the South of Brazil and a
series of talks have been held with integrated producers
and extension workers. More than 500 of them learned
about matters such as new technologies in photovoltaic
energy systems, the changes in legislation that affect
the renewable energy sector, the financial benefits of
investing in a solar energy system, and the importance of
clean energy for the sustainability of the planet.
Energy consumed outside the organization (GJ) 1, 2 GRI 302-2
2020
2021
2022
5,636,633.39
5,976,170.46
5,683,380.00
1 The consumption of energy within and outside the organization, as well as the consumption of fuels, is included in
the computerized data bases used by the company. BRF uses market-based and location-based sourced electricity,
as well as that sourced from steam.
2 - For the conversion of MWh to GJ, the conversion factor ‘3.6’ is used, in line with the 2022 National Energy
Balance.
Total energy consumed¹ (GJ) GRI 302-1
2020
2021
2022
Fuels from non-renewable sources
1,954,026.56
1,801,979.10
2,006,542.35
Fuels from renewable sources
20,569,203.34
21,764,940.30
21,590,928.10
Energy consumed
8,356,015.24
8,471,931.45
8,278,849.99
Total energy consumed
30,879,245.14
32,038,850.85
31,876,320.43
Energy sold2
0.00
0.00
1,308,728.90
1 The premise for the accounting includes the measurement of energy measured at the production units.
2. The electricity sold refers to the energy sold on the free market but which was not consumed, and which has been deducted from the total
energy consumption, meaning there is no counting of the consumption in duplicate.
2022 Integrated
Report
Natural resources GRI 3-3:
Material Topic (climate change, water and energy),
303-1 SASB-FB-MP-130a.1, SASB-FB-MP-140a.1,
SASB-FB-MP-140a.2
We work to encourage the rational and responsible use
of natural resources, which are essential for supplying our
agricultural and industrial operations. In relation to the
issue of water resources, BRF is structured to comply with
the specific requirements to the regions where it operates
and has established a target of reducing its consumption
in industrial operations by 13% by 2025.
The recycling and reuse of water are fundamental to this
strategy. At the Bandirma (Turkey) and Abu Dhabi (United
Arab Emirates) plants, around 27% of the amount of water
consumed is already sourced from a reuse system. In the
Brazilian operations, this percentage rose from 11% in
2020 to 15% in 2022, and it keeps growing.
During 2022, a total of 55,682.40 ML of water was
withdrawn for BRF’s activities. This amount, that takes into
consideration all of the Company’s units, fell by 10.7%
compared to 2021. Another development that has taken
place since 2020 has been the reduction by 4.29% in the
indicator demonstrating the amount of water consumed
per ton produced (m³/ton) – with special mention being
made of the international market, in which this reduction
reached 11.17%. The main action pursued by BRF to
ensure that it keeps moving forward has been the
increase in the so-called capillarity of the gauging and
management of the Water Maps at the units, meaning, in
other words, that there has been increased measurement
and improvement in the processes and their stages. Of
all the water collected in 2022, 46,116.23 ML, or 83%, was
returned only after it had been duly treated.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
107
BRF’s investments in automation technologies for the
measuring of water totaled R$ 18.4 over the period from
2021 to 2022.
Furthermore, the Company has been working towards
better water management at all of its productive units
through the consolidation of the Water Management
element contained in its system, which establishes direc-
tives for the hydro eco-efficiency of BRF’s activities, thus
standardizing the governance of water throughout all
the units. The issue of water is, and will continue to be,
an important agenda in our management meetings and
those of our executive committees.
4.29%
reduction in water
collected per ton produced
in relation to the baseline
(2020)
R$ 81.5
million
invested in water
resource and waste
management
Managing water with our
integrated producers
As our CODE OF CONDUCT FOR BRF
BUSINESS PARTNERS makes clear, all of
BRF’s partners need to be in compliance
with the environmental legislation
applicable to the areas in which they
operate, and this includes grants for the
use of water and their conditioning factors.
The Company operates together with the
integrated producers providing guidance
and monitoring the regular standing of the
grants on the farms.
The majority of our integrated producers
are concentrated in the Southern region of
Brazil as is the greatest hydro risk to BRF’s
operations in the country. Therefore, we are
encouraging these integrated producers to
obtain grants for their water requirements,
which are met principally by underground
sources. In 2022, we recorded an increase
of 22.05% in the number of grants awarded
to the producers in the region, compared to
2021.
The supply from groundwater sources
reduced the integrated producers’ exposure
to water shortage situations, since the water
tables function as a stock of water for the
activities, and are not immediately impacted
by a lack of rain (as is the case with surface
bodies of water).
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
108
We are constantly measuring our exposure to water
shortage, implementing actions such as the analysis of
the drainage basins in those regions where our indus-
trial activities are located. Furthermore, the Company
has internally developed a hydro-vulnerability tool, that
combines the indicators of two complementary 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 each enterprise operates, and to the multiple uses
of water in each region.
In 2022, a total of 15,000ML of water was collected by
the productive units located in areas with average to high
levels of water vulnerability (the majority in the Southern
region of the country).
All of the Company’s units have contingency plans to
avoid significant impacts in the event of water shortage.
In addition to this, BRF participates in water management
discussion forums at local and regional levels, and,
since 2020, has operated a Water Steering Committee,
composed of representatives from senior management
and technical areas, to improve the agility in the
management of the hydro-resources in its operations.
At the Bandirma plant (Turkey), around 27%
of the volume of water consumed comes
from the reuse system, whilst in Abu Dhabi
(United Arab Emirates), the percentage
is 40.70%. In the Brazilian operations,
recycling and reuse rose from 11% in 2020
to 15% in 2022, and it keeps growing.
Total volume of water discharged, by source (ML)1 GRI 303-4
Source
Surface water
Municipal collection system
Groundwater
Total
Total
2020
2021
2022
50,151.33
51,010.41
46,038.68
131.07
173.51
11.53
14.89
5.78
71.77
50,455.91
50,455.91
51,036.83
51,036.83
46,116.23
46,116.23
Water consumption (ML)1,2 GRI 303-5
Source
2021
2022
Water withdrawn
59,677.91
55,682.40
Waste
Total
Total
51,036.86
46,116.23
8,641.05
8,641.05
9,566.17
9,566.17
1 There were no changes in the storage of water and neither were any significant related impacts identified.
2 Information taken from ‘SAP’ (the official data management tool). The data are ascribed to SAP in accordance
with the direct measurements taken from the water meters installed in the processes, which are duly calibrated
by INMETRO.
2022 Integrated
Report
Water disposal GRI 303-4
Forest management GRI 304-1
We have forest assets destined for the production of
biomass as an energy source, totaling 28,000 hectares
distributed across 8 Brazilian states and 189 farms
(99 are our own and 90 leased). Species belonging to
the eucalyptus genus make up 88.33% of this area,
while 1.23% is covered by pine an 0.34% by other tree
genus (such as araucária, bamboo and mimosa). The
remaining 10.1% is open area that is awaiting the next
planting cycle.
Of our own farms, two are within a Conservation Unit
(the Escarpa Devoniana State EPA) and 41 contain up
to 10km of land classified as a conservation unit. The
survey of the proximity between these farms and the
Priority Areas for Conservation of the Biodiversity was
undertaken in accordance with the methodology set
forth by CONABIO Resolution nº 39 dated 12/14/2005.
Ultimately, we obtained the results set out in the
following table:
The waste produced by BRF is organic in nature. In other
words, it is made up principally of proteins and fats as well
as by the biodegradable detergents used in the sanitation
process. The Company treats 100% of this waste and
constantly monitors the quality of the rivers from which
it collects its water and into which it releases the waste
following treatment. As such, BRF can operate more
proactively in the mitigation of possible environmental
impacts and in the promotion of a harmonious interaction
with the environment.
We also have a corporate directive that is applicable
to our industrial and farming activities, which aims to
standardize the indicators as well as the frequency in
monitoring and compliance of the discharge of waste.
In 2022, BRF invested R$ 73.7 million to guarantee the
efficiency of its water and waste treatment stations.
Furthermore, around R$ 2 million was invested in
the acquisition of laboratory equipment used in the
management and control of its processes, thus ensuring
the efficiency of its treatment stations. In 2022, BRF
achieved 99% efficiency in its waste treatment stations,
which was verified by external laboratories and certified
by Inmetro. Specifically for the Biochemical Oxygen
Demand (BOD) indicator, which measures the biode-
gradable polluting load of the waste, a removal ratio of
99% was recorded.
Neither were there any incidents related to non-com-
pliance with water-quality licenses, norms, or regulations
during the reporting period.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
109
114 APP areas
20 units are within priority areas for
conservation and carry an extremely high
level of biological importance;
22 units are within priority areas for
conservation with a very high level of
biological importance;
21 units are at a distance of up to 10
km from a priority area for conservation
with an extremely high level of biological
importance;
44 units are at a distance of up to 10 km
from a priority area for conservation with a
very high level of biological importance;
7 units are at a distance of up to 10 km
from a priority area for conservation with a
high level of biological importance;
2022 Integrated
Report
Waste and packaging
GRI 306-1, 306-2, 306-3
1
2
3
4
5
6
The Company has an established practice of providing its
employees with periodic training on waste management,
and has a series of procedures for the control and
management of its waste, amongst which are stand-
ardized tools and procedures included in the Operational
Excellence System (OES), in the ‘More Excellence’ program,
and in the company’s own regulatory documents, which
cover the industrial, administrative, logistics and farming
operations.
The Solid Waste Management Plans and the Health
Services Plans of each unit outline the processes which
ensure that the packaging, separation, collection,
screening, storage, transportation and disposal of the
waste generated are always in compliance with the
legislation and good practices established in the internal
programs and regulations.
In 2022, BRF improved its management of waste data,
established new indicators and targets (related to the
generation, cost efficiency and disposal of waste), and is
in the process of implementing a computerized waste
management system to streamline the processes and
enable online monitoring of the information which will
thus provide support in defining the Company's strategic
actions. These include reducing waste disposed of in
landfills and aggregating value to byproducts that could
serve as inputs in other internal or outsourced processes.
This management meant that, in 2022, as well as the sale
of byproducts, more than 78% of BRF’s waste was diverted
from final disposal and directed to composting and other
recovery operations in licensed companies. This allowed
these materials to be reintroduced into the production
chain, adding new value to those materials already
removed from nature.
The third party waste transportation and disposal
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Waste by category1 – 2022 (t) GRI 306-3
Waste GRI 306-4
service providers undergo a rigorous documentation
and technical ratification process, including an annual
in-person audit, and constant monitoring of the
documents relevant to this activity, thereby reducing the
risks inherent to the process and ensuring the correct
disposal of the waste in accordance with the Company's
directives and commitments.
Indicators
and annex
Hazardous waste
1,310.74
Non-hazardous
Total generated waste
110
¹ BRF does not nominally publish information on its waste or types of waste, since this is strategic information
that could provide details on its operations
Waste diverted from
disposal (t)
GRI 306-4
Waste directed to disposal (t)
GRI 306-5
474,551.77
Hazardous waste
239.12
475,862.51
Non-hazardous
371,755.25
Total waste
Total waste
371,994.37
371,994.37
1,071.62
102,796.52
103,868.14
103,868.14
2022 Integrated
Report
Total waste destined for final disposal, by composition, in metric tons (t)1, 2 GRI 306-5
2020
2021
2022
Materials used in production and
packaging (tons)1,2,3,4 ,5 GRI 301-1
Quantity diverted from
final disposal (t), outside
the organization
Quantity diverted from
final disposal (t), outside
the organization
Quantity diverted from
final disposal (t), outside
the organization
Name of the material
2020
2021
2022
Aluminum
288.48
289.36
1.085,47
Composition
Hazardous waste
Incineration
Industrial landfill and autoclaving
963.25
594.01
369.24
1,079.97
884.29
195.68
Presentation
Our way of
doing business
Non-hazardous
151,725.62
115,979.72
102,796.52
Incorporation into the earth
Industrial landfill and autoclaving
Total
Total
11,231.27
140,494.35
152,688.87
152,688.87
-
115,979.72
117,059.69
117,059.69
Our strategy
1 In 2022, there was no case of waste incineration..
2 There is no waste disposal within the organization
1,071.62
PS (polystyrene)
1,714.39
2,973.51
1,250.17
-
HDPS (High-density
polystyrene)
119.94
1,452.47
1,101.25
1,071.62
LDPS (Low-density
polystyrene)
25,588.59
21,232.73
32,705.03
-
PET (polyethylene
terephthalate)
50.67
608.85
517.90
102,796.52
Pp (polypropylene)
20,536.19
15,937.78
16,395.77
103,868.14
103,868.14
PVC (polyvinyl
chloride)2
2,025.57
1,736.80
PE (polyethylene)
-
30.89
-
-
Culture and
Engagement
Value Generation
Indicators
and annex
111
We are committed to making 100% of our packaging
recyclable, reusable and biodegradable by 2025. Through
our R&D department, we optimize and study alternatives
that pose no risk to the consumer’s health and safety
in order to minimize the unnecessary generation of
material for post-consumption disposal. Another area in
which we have moved forward in recent years has been
the reduction of grammage and the adoption of alter-
native materials designed to preserve the stability of the
products.
Animal litter and manure generated SASB FB-MP-
160A.1
In 2022, the amount of animal litter and manure
generated totaled 10,257,306.00 tons (considering pig
manure and poultry bedding), and 100% of this material
was administered by a nutrient management plan, in
compliance with the constraints of the environmental
licensing processes. In relation to 2021, there was an
increase of 6,835,146 tons and, of this total, around
2,684,189 related to the generation of manure in the
production of breeding sows, which was not accounted in
2021.
We generally treat pig manure in anaerobic pools,
followed by fertigation on farmlands, in line with a ferti-
lization plan guided by an expert technician. The poultry
bedding, meanwhile, is temporarily stored allowing it
to ferment, with a view to eliminating pathogens and
mineralization. The material is then used as an organic
biofertilizer in farming processes. We recommend and
encourage our producers to use the manure as an
organic fertilizer, as part of an agronomic project, taking
into consideration the characteristics of the waste, soil
and crop being grown.
Others
Reusable
Pulp
Collagen
Pallet
56,536.21
33,831.20
31,272.05
-
1,598.78
-
162,277.78 155,289.86 135,825.67
468.56
2,029.27
2,375.62
39,462.82
63,771.68
13,163.59
Cellulose casing
3,516.77
3,124.29
3,753.45
1 Materials in the end product
2 No PVC was used in 2022.
3 The volumes of packaging may also vary according to the volumes of items
produced by BRF.
4 The database for composition and consolidation of this indicator was removed
from the SAP and refers to the 2022 period
5 Refers only to operations in Brazil
1
2
3
4
5
6
2022 Integrated
Report
1
2
3
4
5
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
6 Indicators
and annex
112
2022 Integrated
Report
GRI Summary
Declaration of use
BRF has created this report in accordance with the
GRI Standards for the period between January 1 and
December 31, 2022
GRI 1 used
GRI 1: Foundation 2021
Applicable GRI Sector Standards
N/A
1
2
3
4
5
6
Presentation
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
SDGs
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
113
GENERAL DISCLOSURES
The organization and its reporting practices
2-1 Details of the
organization
BRF is a publicly-held company, regulated
by Law n° 6,404, dated December 15,
1976, as altered (“Brazilian Corporation
Law”), and by other applicable laws and
regulations.
2-2 Entities included in the
organization’s sustainability
reporting
3
GRI 2: General
disclosures
2021
2-3 Reported period,
frequency and point of
contact
This report, as well as the Company's
financial report, is annual, with its most
recent edition covering the period Janu-
ary 1 to December 31, 2022.
2-4 Restatements of
information
3
2-5 External assurance
151
2-6 Activities, value chain
and other commercial
relationships
There were no significant alterations to
BRF’s
operational structure or value
chain.
-
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
SDGs
GRI 2: General
disclosures
2021
Activities and workers
2-7 Employees
66, 137
2-8 Workers who are not
employees
66
Governance
2-9 Governance structure
and composition
19, 20
2-10 Nomination and
selection of the highest
governance body
2-11 Chair of highest
governance body
20
20
2-12 Role of the highest
governance body
in overseeing the
management of impacts
The quarterly performance evaluation is
analyzed by the Board of Directors, which
periodically monitors BRF’s financial
performance. The Board also defines
and reviews the strategic planning,
investment programs and corporate risk
management.
2-13 Delegation of
responsibility for managing
impacts
20, 56, 57
2-14 Role of the highest
governance body
3
in sustainability reporting
2-15 Conflicts of interests
21
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
114
-
-
-
-
-
-
-
-
-
8, 10
8, 10
5, 16
5, 16
16
16
16
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
SDGs
2-16 Communication of
critical concerns
Requirement B.
Confidential
information.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
115
GRI 2: General
disclosures
2021
2-17 Collective knowledge of
highest governance body
One of the functions of the Board
of Directors is to determine and
monitor the implementation of the
sustainability strategy and of the
corporate policies that address this
topic. Composed of board members
and three external members, the
Sustainability Committee, responsible
for disseminating knowledge of ESG
practices throughout the organization,
meets with the Board of Directors
every quarter, to report on the
progress and execution of the strategy,
as well as the progress of the public
commitments and the resolutions
on critical topics for decisions to be
taken. The policies can be found on the
Company’s Investor Relations website.
For reasons of confi-
dentiality, we are not
presenting the number
of critical concerns of
which the governing
body is informed. All the
critical concerns de-
fined by the Boards are
presented to the Board
of Directors, which has
specific criteria for defi-
nition of the criticality of
each concern.
-
-
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
SDGs
2-18 Evaluation of the
performance of highest
governance body
Once a year, in accordance with Internal
Regulations, the Board of Directors de-
cides on the formal evaluation of its own
performance and that of the Executive
Board.
There are no specific guidelines on the
evaluation of the Board of Directors in
the Internal Regulations with the criteria
being defined by the Board of Direc-
tors itself. Based upon the evaluation
performed, this body implements the
necessary adjustments for improvement
of its duties. These evaluations are confi-
dential.
2-19 Remuneration policies
68
GRI 2: General
disclosures
2021
2-20 Process to determine
remuneration
68
Requirement B
N/A
The stakeholders involved
in the process aimed at
determining the remu-
nerations of the Board
Members are those which
make up the Personnel,
Governance, Organiza-
tion and Culture Com-
mittee, which analyzes
the fixed and variable
remuneration strategy to
be adopted by the Com-
pany on an annual basis,
submitting the results
for analysis to the Board
of Directors, which is
responsible for consider-
ation, discussion and due
approval.
2-21 Annual total
compensation ratio
All
Confidential
information.
BRF does not report
these data since they
are strategic.
-
-
-
-
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
116
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
SDGs
Strategy, policies and practices
2-22 Statement on
sustainable development
strategy
8, 56
2-23 Policy commitments
21, 26, 56
2-24 Embedding policy
commitments
21, 24, 26, 56
2-25 Processes to remediate
negative impacts
21
2-26 Mechanisms for seeking
advice and raising concerns
21
GRI 2: General
disclosures
2021
2-27 Compliance with laws
and regulations
BRF defines significant fines as be-
ing those in sums of more than R$
150,000.00. According to this criteria,
there were no cases in which significant
fines or penalties were applied during
the reporting period. Neither were
there any records of significant cases of
non-compliance with laws and regula-
tions during the reporting period.
2-28 Membership
associations
145
Stakeholder engagement
2-29 Approach to
stakeholder engagement
4, 91
2-30 Collective bargaining
agreements
In Brazil, Austria, Chile and Oman,
100% of the employees are covered by
collective bargaining agreements and
represented by workers’ unions. In the
other countries where BRF operates, the
collective bargaining agreements follow
the local, currently applicable legislation.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
117
-
-
-
-
-
-
-
-
-
16
8
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
SDGs
-
MATERIAL TOPICS
3-1 Process to determine
material topics
4, 7
3-2 List of material topics
4, 7
GRI 3: Material
Topics 2021
Animal welfare
GRI 3: Material
Topics 2021
3-3 Governance of material
topics
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
Sector
Supplement
on
Foods - Animal
welfare
FP12 Policies and practices
on antibiotic, anti-
inflammatory, hormone,
and/or growth promotion
treatments, by species and
breed type
96
98
98
98
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 2022, there were 63 registrations
of infractions of laws, regulations or
voluntary norms relating to the transpor-
tation, handling or slaughter of animals.
The fines applied totaled R$ 388,291.27
(noting that the sums are only arbitrat-
ed following the final decision on the
infraction by the investigating body). In
2021, this sum was R$ 687,852.83. More
information on page 98.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
118
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
SDGs
Quality and safety of the products
GRI 3: Material
Topics 2021
3-3 Governance of material
topics
29, 34, 36, 39
Presentation
GRI 416:
Customer
Safety 2016
416-1 Assessment of the
health and safety impacts
of product and service
categories
34
Our way of
doing business
GRI 416:
Customer
Safety 2016
416-2 Incidents of
noncompliance concerning
the health and safety
impacts of products and
services
In 2022, there were 44 cases of fines
and penalties for noncompliance
relating to impacts on health and
safety caused by products and
services. We recorded no cases
resulting in warnings or any violations
of voluntary codes. More information
can be found on page 40.
417-1 Requirements
for product and service
information and labeling
40
417-2 Incidents of
noncompliance concerning
product and service
information and labeling
GRI 417:
Marketing and
Labeling 2016
417-3 Incidents of
noncompliance concerning
marketing communications
In 2022, we had six cases of non-com-
pliance of labeling or packaging involv-
ing regulations and voluntary codes in
relation to the information and labeling
of products and services. We recorded
no cases resulting in warnings or any
violations of voluntary codes. More
information can be found on page 40.
Through an incident that was registered
with Procon, we identified one case
in which a consumer complained of a
misleading advertisement due to the dif-
ference of the image of a product on the
packaging and the number of ingredi-
ents actually present in the product. We
recorded no cases resulting in warnings
or any violations of voluntary codes.
More information can be found on page
40.
1
2
3
4
5
6
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
119
16
12
16
16
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
SDGs
Food
Processing
Sector
Disclosures -
Procurement
and sourcing
Food
Processing
Sector
Disclosures
- Customer
health and
safety
FP1 Purchased volume from
suppliers compliant with
company’s sourcing policy
36, 86
FP2 Percentage of purchased
volume which is verified as
being in accordance with
credible, internationally
recognized responsible
production standards,
broken down by standard
36
FP5 - Percentage of
production volume
manufactured in sites
certified by an independent
third party according to
internationally recognized
food safety management
system standards.
34, 37, 41
FP6 Percentage of total
sales volume of consumer
products, by product
category, that are lowered
in saturated fat, trans fats,
sodium and added sugars.
During the last year, there were no sales
of products with specific alterations re-
lating to reductions of saturated or trans
fats, sodium or added sugars, or addition
of nutrients. We have continued to work
in categories where there are opportu-
nities for improvements in formulation
to comply with legislation and meet
consumer trends. More information on
page 41.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
120
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
SDGs
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
During the last year, there were no sales
of products with specific alterations re-
lating to reductions of saturated or trans
fats, sodium or added sugars, or addition
of nutrients. We have continued to work
in categories where there are opportu-
nities for improvements in formulation
to comply with legislation and meet
consumer trends. More information on
page 41.
Food
Processing
Sector
Disclosures
- Customer
health and
safety
Food safety
GRI 3: Material
Topics 2021
3-3 Governance of material
topics
40, 41, 91
FP6 Percentage of total
sales volume of consumer
products, by product
category, that are lowered
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
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
41
41
98
98
Food
Processing
Sector
Disclosures
- Customer
health and
safety
Food
Processing
Sector
Disclosures
- Animal
farming
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
121
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
SDGs
Food
Processing
Sector
Disclosures
- Handling,
transportation
and slaughter
Food
Processing
Sector
Disclosures
- Handling,
transportation
and slaughter
FP12 Policies and practices
on antibiotic, anti-
inflammatory, hormone,
and/or growth promotion
treatments, by species and
breed type
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
98
98
Presentation
Our way of
doing business
Our strategy
Climate change, water and energy
GRI 3: Material
Topics 2021
3-3 Governance of material
topics
31, 103, 107
GRI 201:
Economic
performance
2016
201-2 Financial implications
and other risks and
opportunities due to climate
change
31
Culture and
Engagement
Value Generation
Indicators
and annex
122
1
2
3
4
5
6
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
302-1 Energy consumption
within the organization
106, 148
302-2 Energy consumption
outside of the organization
302-3 Energy intensity
106
149
GRI 302:
Energy 2016
302-4 Reduction of energy
consumption
All
N/A
303-1 Interactions with water
as a shared resource
107
303-2 Management of water
discharge related impacts
303-3 Water withdrawal
109
149
303-4 Water disposal
108, 109, 149
GRI 303: Water
and effluents
2018
303-5 Water consumption
108
Requirement B
N/A
The reduction in ener-
gy consumption can be
attributed to the drop
in production (tons)
between 2021 and
2022. As such, this may
not be classified as a
reduction of energy
obtained directly as a
result of improvements
in conservation and
efficiency.
The company does not
monitor this indicator,
but it is considering
the possibility of start-
ing to calculate and
report it as of 2023.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
123
SDGs
7, 8,
12, 13
7, 8,
12, 13
7, 8,
12, 13
7, 8,
12, 13
6, 12
6
6, 8, 12
6
6
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
GRI 304:
Biodiversity
2016
GRI 305:
Emissions
2016
304-1 Operational sites
owned, leased, managed
in, or adjacent to, protected
areas and areas of high
biodiversity value outside
protected areas
305-1 Direct (Scope 1)
emissions of greenhouse
gases (GHGs)
305-2 Indirect emissions
(Scope 2) of greenhouse
gases (GHG) arising from the
acquisition of energy
109
104
104
305-3 Other indirect (Scope
3) GHG emissions
104
305-4 Intensity of
greenhouse gas (GHG)
emissions
305-5 Reduction of GHG
emissions
150
104
GRI 305:
Emissions
2016
305-6 Emissions of ozone
depleting substances (ODS)
150
305-7 Nitrous oxides
(NOx), sulfur oxides (SOx),
and other significant air
emissions
150
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
124
SDGs
6, 14,
15
3, 12,
13, 14,
15
3, 12,
13, 14,
15
3, 12,
13, 14,
15
3, 12,
13, 14,
15
3, 12,
13, 14,
15
3, 12,
13, 14,
15
3, 12,
13, 14,
15
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
SDGs
306-1 Waste generation and
significant waste-related
impacts
Presentation
All of BRF’s macro-processes have the
potential to generate waste which could,
in turn, generate impacts. However, the
impacts are not significantly relevant if
we relate the hazards with amount, since
they are controlled by procedures estab-
lished by BRF.
It should be stressed that BRF controls
only that waste generated by its own
activities.
Our way of
doing business
GRI 306: Waste
2020
306-2 Management of
significant waste-related
impacts
110
Our strategy
Culture and
Engagement
306-3 Waste generated
110
Requirement B.
306-4 Waste not destined for
final disposal
110, 150
Information
not available.
BRF does not nominally
publish information on
its waste or types of
waste, since this is stra-
tegic information that
could provide details on
its operations.
Value Generation
GRI 306: Waste
2020
306-5 Waste destined for
final disposal
110, 111
Management, transparency and tracking of the supply chain
Indicators
and annex
GRI 3: Material
Topics 2021
3-3 Governance of material
topics
30, 86, 89
125
1
2
3
4
5
6
3, 6,
11, 12
3, 6,
11, 12
3, 6,
12, 14,
15
3, 11,
12
3, 6,
11, 12,
14, 15
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
SDGs
GRI 204:
Procurement
practices 2016
204-1 Proportion of
spending on local suppliers
We consider important operating units
to be productive units, or in other words,
factories and frozen foods units. Distri-
bution Centers, sales branches, adminis-
trative offices, farms and incubation units
are not included.
Presentation
301-1 Materials used by
weight or volume
111
Our way of
doing business
GRI 301:
Materials 2016
301-3 Reclaimed products
and their packaging
materials
All
Information
not available.
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
126
GRI 308:
Supplier
environmental
assessment
2016
308-1 New suppliers selected
following consideration of
environmental criteria
86
308-2 Negative
environmental impacts in
the supply chain and actions
taken
86
GRI 407:
Freedom of
Association
and Collective
Bargaining
407-1 Operations and
suppliers in which the right
to freedom of association or
collective bargaining may be
at risk
There are no records of cases of opera-
tions or suppliers in which the rights of
workers to exercise freedom of associ-
ation or collective bargaining may have
been violated or may have run a signifi-
cant risk of being violated.
1
2
3
4
5
6
BRF does not possess
information on recov-
ered or recycled items
used by our packaging
suppliers. Current leg-
islation does not permit
the use of primary or
secondary packaging
manufactured from
recycled materials.
8
8, 12
8, 12
8
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
GRI 408: Child
Labor 2016
408-1 Operations and
suppliers considered to have
significant risk for incidents
of child labor
86, 147
GRI 409:
Forced or
compulsory
labor 2016
409-1 Operations and
suppliers considered to have
significant risk for incidents
of forced or compulsory
labor
86, 147
414-1 New suppliers that
were screened using social
criteria
86
GRI 414: Social
assessment of
suppliers 2016
414-2 Negative social
impacts in the supply chain
and actions taken
In the grain supply chain, the most sig-
nificant negative social impacts (real and
potential) are associated with the use of
child labor and/or forced or compulsory
labor. Furthermore, in relation to tradi-
tional communities, such as, for example,
indigenous areas and quilombola com-
munities, the impacts associated with
infringement of these areas by produc-
tive areas are observed.
Requirement A, item III
Information
not available.
There is no information
on other disclosures of
diversity, where relevant
(such as minority groups
or groups at risk).
Food
Processing
Sector
Disclosures -
Procurement
and sourcing
Food
Processing
Sector
Disclosures -
Procurement
and sourcing
FP1 Purchased volume from
suppliers compliant with
company’s sourcing policy
36, 86
FP2 Percentage of purchased
volume which is verified as
being in accordance with
credible, internationally
recognized responsible
production standards,
broken down by standard
36
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
127
SDGs
8, 16
8
5, 8, 16
5, 8, 16
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
SDGs
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.
34, 37, 41
Attraction, development and retaining of employees
GRI 3: Material
Topics 2021
3-3 Governance of material
topics
64, 68
GRI 201:
Economic
performance
2016
201-3 Defined benefit
plan obligations and other
retirement plans
143
401-1 New hirings and
employee turnover
67, 137, 141
401-2 Benefits offered to
full-time employees that are
not provided to temporary or
part-time employees
143
404-1 Average hours
of training per year per
employee
68, 144
GRI 401:
Employment
2016
GRI 404:
Training and
education
2016
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
128
5, 8, 10
3, 5, 8
4, 5, 8,
10
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
GRI 404:
Training and
education
2016
404-2 Programs for
upgrading employee skills
and transition assistance
programs
404-3 Percentage of
employees receiving regular
performance and career
development reviews
Human rights and labor relations
GRI 3: Material
Topics 2021
3-3 Governance of material
topics
203-1 Infrastructure
investments and services
supported
203-2 Significant indirect
economic impacts
68
144
21
91
91
GRI 201:
Indirect
Economic
Impacts 2016
GRI 401:
Employment
2016
GRI 405:
Diversity
and equal
opportunity
2016
401-3 Parental leave
142
405-1 Diversity of
governance bodies and
employees
75, 137, 141
Requirement A, item III
Information
not available.
There is no information
on other disclosures of
diversity, where relevant
(such as minority groups
or groups at risk).
405-2 Ratio of basic salary
and remuneration of women
to men
143
GRI 413: Local
Communities
2016
413-1 Operations with local
community engagement,
impact assessments, and
development programs
91
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
129
SDGs
8
5, 8, 10
5, 8
5, 8
5, 8, 10
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
SDGs
Ethics, integrity and compliance
GRI 3: Material
Topics 2021
3-3 Governance of material
topics
21, 32
GRI 201:
Economic
performance
2016
201-4 - Financial assistance
received from government
The company receives ICMS grants
from state governments, such as: The
Mato Grosso Industrial and Commercial
Development Program (PRODEIC), the
Pernambuco State Development Pro-
gram (PRODEPE) and the Goiás State
Fund for the Participation and Promotion
of Industrialization (FOMENTAR). These
incentives are directly linked to the oper-
ation of the productive units, generation
of employment, and social and economic
development. During the period report-
ed, the amounts granted for investment
totaled R$ 338,000. All sums refer solely
to grants received in Brazil, there be-
ing no other forms of financial support
received.
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
1
2
3
4
5
6
Value Generation
GRI 205: Anti-
corruption
2016
205-1 Operations assessed
in terms of the risks relating
to corruption
22
205-2 Communication and
training on anti-corruption
policies and procedures
24, 146
Indicators
and annex
130
GRI 206: Anti-
competitive
behavior 2016
205-3 Confirmed incidents of
corruption and actions taken
22
206-1 Legal actions for
anti-competitive behavior,
anti-trust, and monopoly
practices
22
Requirements A and D.
N/A.
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.
16
16
16
16
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
GRI 207: Tax
2019
207-1 Approach to tax
207-2 Tax governance,
control and risk
management
25
25
GRI 415: Public
Policy 2016
415-1 Political contributions
BRF stores the legislation of the coun-
tries in which it operates in accordance
with the Company's Transparency Man-
ual. In neither the domestic or interna-
tional spheres were any donations made
to election candidates, political parties or
any political body whatsoever. Further-
more, in line with that set forth in Law
n° 13,165/2015 (the Electoral Code), BRF
does not support or authorize donations
to any election candidates, political par-
ties or any political bodies.
GRI 418:
Substantiated
complaints
concerning
breaches of
customer
privacy and
losses of
customer data
418-1 Proven complaints
concerning the violation of
privacy and loss of client
data
Health, welfare and safety
GRI 3: Material
Topics 2021
3-3 Governance of material
topics
GRI 403:
Occupational
health and
safety 2018
403-1 Occupational health
and safety management
system
39
70
70
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
131
SDGs
1, 10,
17
1, 10,
17
16
16
8
2022 Integrated
Report
GRI Standard /
other source
Disclosure
Location
Requirement omitted
Reason
Explanation
Omission
Reference
nr. of the
GRI sector
standard
403-2 Hazard identification,
risk assessment and incident
investigation
403-3 Occupational health
services
GRI 403:
Occupational
health and
safety 2018
403-4 Worker participation,
consultation, and
communication on
occupational health and
safety
403-5 Training for workers
in occupational health and
safety
403-6 Promotion of worker
health
GRI 403:
Occupational
health and
safety 2018
403-7 Prevention and
mitigation of occupational
health and safety impacts
directly linked by business
relationships
70
73
70
70
73
70
GRI 403:
Occupational
health and
safety 2018
403-8 Workers covered by
an occupational health and
safety management system
145
403-9 Work-related injuries
71, 72
403-10 Work-related ill
health
The norms, methodologies and premis-
es are based upon Brazilian legislation.
More information on page 73.
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
132
SDGs
3, 8
3, 8
8, 16
8
3
8
8
3, 8, 16
3, 8, 16
2022 Integrated
Report
SASB Summary
Activity metrics
SASB FB-MP-000. A and B
Number of processing and manufacturing facilities
43 in 2022, 44 in 2021 and 37 in 2020. The number of processing
and manufacturing facilities can be found in the Annex.
SASB-FB-MP-110a.1
(correlation with GRI 305-1)
Gross emissions - scope 1
GHG emissions
SASB-FB-MP-110a.2
(correlation with GRI
material topic 3-3)
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
104
104
Energy management
SASB-FB-MP-130a.1
(correlation with GRI 302-1)
(1) Total energy consumed, (2) percentage grid electricity,
(3) percentage renewable
107
SASB-FB-MP-140a.1
(correlation with GRI 303-1)
(1) total water withdrawn, (2) total water consumed,
percentage of each in regions with High or Extremely
High Baseline Water Stress
Water management
SASB-FB-MP-140a.2
(correlation with GRI
material topic 3-3)
Description of the risks of water management and
discussion of strategies and practices to mitigate these
risks
107
107
SASB FB-MP-140A.3
Number of incidents of noncompliance with water quality
permits, standards, and regulations
There were no incidents related to noncompliance with water
quality permits, standards or regulations during the period covered
by this report.
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
SASB FB-MP-160A.1
Land use and Ecological
Impacts
SASB FB-MP-160A.2
Amount of animal litter and manure generated,
percentage managed according to a nutrient
management plan
Percentage of pasture and grazing land managed
in accordance with the criteria of the USDA Natural
Resources Conservation Service Conservation Plan
(NRCS).
111
98
SASB FB-MP-160A.3
Production of animal protein based upon concentrated
animal feed operations (CAFO).
In previous years, BRF has stated that the concept of CAFO is not n
its operations. However, we are reevaluating the applicability of this
disclosure for the next cycle.
1
2
3
4
5
6
Indicators
and annex
133
2022 Integrated
Report
Food safety
Presentation
Our way of
doing business
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
In Dourados (MG), in Brazil, three incidents of non-compliance
were identified in relation to the updating of procedures, resulting
in the cancellation of the unit’s certification. An action plan is
being implemented to resolve the problems so that the unit can
be recertified in May 2023. The audits for GFSI certification were
increased in relation to 2021, with a similar increase in the incidents
of non-compliance identified. In 2022, 301 corrective actions were
performed and concluded, with 293 of them relating to lesser
cases of non-compliance and 8 of them to more relevant cases of
non-compliance.
SASB FB-MP-250A.2
Percentage of supplier facilities certified to a Global Food
Safety Initiative (GFSI) food safety certification program
SASB FB-MP-250A.3
(1) Number of recalls issued and (2) total weight of
products recalled
34
34
SASB FB-MP-250A.4
Discussion of markets that ban imports of the entity’s
products
29, 32
Our strategy
Use of Antibiotics per
animal slaughtered
SASB FB-MP-260A.1
Percentage of animal production that received medically
important antibiotics and not medically important
antibiotics, by animal type
101
SASB-FB-MP-320a.1
(correlation with GRI 403-8)
(1) Total recordable incident rate (TRIR) and (2) fatality rate 145
Culture and
Engagement
Value Generation
Occupational Health &
Safety
Indicators
and annex
134
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 Risk Management Programs which. 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. The Respiratory Protection Program
(RPP) is a process used in the selection, use and maintenance of
the respirators, designed to ensure proper protection to the user,
whenever necessary in compliment to the collective protection
measures employed, or whenever they are being implemented, in
order to ensure that the worker is fully protected against the risks
that exist in the work environments.
1
2
3
4
5
6
2022 Integrated
Report
SASB-FB-MP-410A.1
(correlation with GRI FP11)
Percentage of pork produced without the use of gestation
crates (pig pens)
98
Welfare and animal care
SASB FB-MP-410A.2
Percentage of free range shell egg sales
Presentation
Social and environmental
impacts in the supply chain
SASB-FB-MP-410A.3
Percentage of production certified to a third party animal
welfare standard
SASB- FB-MP-430a.1
Percentage of livestock from suppliers implementing
the Natural Resources Conservation Service (NRCS)
conservation plan criteria or equivalent
99
97
This does not apply to the operations of BRF.
SASB-FB- MP-430a.2
(correlation with GRI FP2)
Percentage of supplier and contract production facilities
verified to meet animal welfare standards
96
SASB- FB-MP-440a.1
Percentage of animal feed sourced from regions with
High or Extremely High Baseline Water Stress
The percentage of animal feed sourced from regions with High or
Extremely High Baseline Water Stress was 24.16%.
Animal feed and supply
SASB- FB-MP-440a.2
Percentage of contracts with producers located in regions
with High or Extremely High Baseline Water Stress
Information not available.
SASB-FB-MP-440a.3
(correlation with GRI 201-2)
Discussion of strategy to manage opportunities and
risks to feed sourcing and livestock supply presented by
climate change
31
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
135
1
2
3
4
5
6
2022 Integrated
Report
TCFD Summary
Disclosure recommended
a. Description of the supervision by the Board in
relation to the risks and opportunities relating to the
climate
b. Description of the management’s role in assessing
and managing the risks and opportunities relating to
the climate
a) Description of the climate-related risks and
opportunities identified by the organization in the
short, medium, and long term
b. Description of the impact of climate-related risks
and opportunities on the organization’s businesses,
strategy, and financial planning.
c. Description of resilience of the organization’s
strategy, taking into consideration different climate-
related scenarios, including a 2°C or lower scenario.
a. Description of the processes used by the
organization to identify and evaluate the climate-
related risks
c. Describe how the processes used for identifying,
assessing, and managing climate-related risks
are integrated into the organization’s overall risk
management
b. Disclose Scope 1, Scope 2 and, if appropriate,
Scope 3 greenhouse gas (GHG) emissions and the
related risks.
1
2
3
4
5
6
Governance
Presentation
Governance
Our way of
doing business
Our strategy
Strategy
Strategy
Strategy
Culture and
Engagement
Risks and opportunities
Value Generation
Risks and opportunities
Indicators
and annex
Targets and metrics
136
Page
103
103
31, 103
31,103
31, 103
31, 103
103
104
2022 Integrated
Report
Annex
Our team profile GRI 2-7, 401-1, 405-1
Employees
Per type of employment contract and gender 1, 2 , 3, 4, 5
1
2
3
4
5
6
Type of
contract
2020
2021
2022
Men Women
Total
Men
Women
Total
Men Women
Total
Permanent
54,032
37,406
91,438
52,959
39,392
92,351
50,225
38,185 88,410
Temporary
1,020
1,208
2,228
265
333
598
328
445
773
Overseas2
4,642
2,701
7,343
4571
2611
7,182
4,439
2,605
7,044
Total
Total
59,694
59,694
41,315
41,315
101,009
101,009
57,795
57,795
100,131
42,336 100,131
42,336
54,992
54,992
96,227
41,235 96,227
41,235
1 Does not include trainees or interns.
2 Includes the operations in Africa, Asia, Latam and Mena.
3 Data from Hercosul and Mogiana were not considered.
4 This indicator is compiled using the total number of employees active on 31-Dec-2023, by means of the SAP system, MM/SAPHR module.
5 We do not consider the workforce variations as being significant since they arose from external economic and market contexts.
Per type of employment contract, by gender 1, 2, 3, 4, 5
Type of
employment
Men
Women
Total
Men Women
Total
Men Women
Total
2020
2021
2022
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Full time
54,992
38,492
93,484
53,203
39,633
92,836
50,530
38,544
89,074
Indicators
and annex
Part-time
Overseas2
60
122
182
21
92
113
23
86
109
4,642
2,701
7,343
4,571
2,611
7,182
4,439
2,605
7,044
Total
Total
59,694
59,694
101,009
41,315 101,009
41,315
57,795
57,795
100,131
42,336 100,131
42,336
54,992
54,992
41,235
41,235
96,227
96,227
137
1 Does not include trainees or interns.
2 Includes the operations in Africa, Asia, Latam and Mena.
3 Data from Hercosul and Mogiana were not considered.
4 This indicator is compiled using the total number of employees active on 31-Dec-2023, by means of the SAP system, MM/SAPHR module.
5 We do not consider the workforce variations as being significant since they arose from external economic and market contexts.
Per type of employment contract, by gender and
region1, 2, 3, 4
Region
Permanent
Temporary
2022
Africa
Asia
Europe
Latam
(except
Brazil)
MENA
(including
Turkey)
Brazil
Total
Total
Men Women
Men Women
Total
6
14
17
31
3
17
20
12
4,371
2,553
-
-
-
-
-
-
-
-
-
-
9
31
37
43
6,924
50,225
38,185
54,664
54,664
40,790
40,790
328
328328
445 89,183
96,227
445445 96,227
1 For employees outside Brazil, all were considered permanent.
2 Data from Hercosul and Mogiana were not considered.
3 This indicator is compiled using the total number of employees active on 31-Dec-2023, by
means of the SAP system, MM/SAPHR module.
4 We do not consider the workforce variations as being significant since they arose from
external economic and market contexts.
2022 Integrated
Report
Per type of employment contract, by gender and region1,2
Region
Full time
2022
Part time
Presentation
Africa
Asia
Europe
Latam (except Brazil)
Mena (including
Turkey)
Our way of
doing business
Brazil
Total
Men
Women
Men
Women
Total
6
14
17
31
3
17
20
12
4,371
2,553
50,530
54,969
38,544
41,149
-
-
-
-
-
23
23
-
-
-
-
-
9
31
37
43
6,924
86
86
89,183
96,227
1 For employees outside Brazil, all were considered as full-time employees
2 Data from Hercosul and Mogiana were not considered
Our strategy
Culture and
Engagement
Individuals within the organization’s
governance organs, by gender (%)¹
Members of governing bodies
Individuals within the organization’s
governing bodies, by age group (%)¹
Members of governing bodies
Under 30
2020
30 to 50 years of age
Over 50
Total
Total
Under 30
30 to 50 years of age
Over 50
Total
Total
Under 30
30 to 50 years of age
Over 50
Total
Total
2021
2022
1 Data from Hercosul and Mogiana were not considered
0%
28.57%
71.43%
100%100%
0%
27.27%
72.73%
100%100%
0%
30.43%
69.57%
100%100%
Value Generation
2020
Men
Women
Total
Men
Indicators
and annex
138
2021
Women
2022
Total
Men
Women
Total
86.36%
13.64%
100.00%
81.82%
18.18%
100.00%
86.96%
13.04%
100.00%
Workers, by employee category and gender (%)¹
2020
2021
2022
Men
Women
Men
Women
Men
Women
Apprentices
43.52%
56.48%
45.58%
54.42%
45.70%
54.30%
Interns
Others
Total
Total
44.08%
55.92%
43.99%
56.01%
46.26%
53.74%
-
-
-
-
41.18%
58.82%
43.94%
43.94%
56.06%
56.06%
45.24%
45.24%
54.76%
54.76%
45.74%
45.74%
54.26%
54.26%
1 Data from Hercosul and Mogiana were not considered.
1 Data from Hercosul and Mogiana were not considered.
1
2
3
4
5
6
2022 Integrated
Report
Employees by employment category and age group (%)¹
Under 30
2020
30 to 50
years of
age
Over 50
Under 30
2021
30 to 50
years of
age
Over 50
Under 30
2022
30 to 50
years of
age
Over 50
Board of Directors
0.00%
79.31%
20.69%
0.00%
78.21%
21.79%
0.00%
75.47%
24.53%
Management
2.33%
87.29%
10.38%
2.42%
88.67%
8.91%
1.61%
89.18%
9.21%
Presentation
Supervisors and
Coordinators
11.71%
80.60%
7.69%
10.02%
83.31%
6.67%
8.85%
83.20%
7.95%
Administrative Staff
38.13%
56.51%
5.36%
35.28%
60.48%
4.24%
35.50%
60.16%
4.34%
Operational
36.24%
52.56%
11.20%
34.08%
55.60%
10.32%
31.60%
56.68%
11.72%
Total
Total
35.50%
35.50%
53.94%
53.94%
10.56%
10.56%
33.21%
33.21%
57.13%
57.13%
9.66%9.66%
30.98%
30.98%
58.09%
58.09%
10.93%
10.93%
1 Data from Hercosul and Mogiana were not considered.
Employees by employment category and age group (%)¹
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Under 30
Indicators
and annex
139
Apprentices
100.00%
Interns
Trainees
Total
Total
97.45%
0.00%
98.73%
98.73%
1 Data from Hercosul and Mogiana were not considered.
2020
30 to 50
years of
age
0.00%
2.55%
0.00%
1.27%1.27%
Over 50
Under 30
0.00%
100.00%
0.00%
95.01%
0.00%
0.00%
0.00%0.00%
98.94%
98.94%
2021
30 to 50
years of
age
0.00%
4.99%
0.00%
1.06%1.06%
Over 50
Under 30
0.00%
100.00%
0.00%
93.39%
2022
30 to 50
years of
age
0.00%
6.61%
0.00%
88.24%
11.76%
0.00%0.00%
98.42%
98.42%
1.58%1.58%
Over 50
0.00%
0.00%
0.00%
0.00%0.00%
1
2
3
4
5
6
2022 Integrated
Report
Employees from under-represented groups, by employment category (%)¹
2020
2021
2022
Black and
Mixed
Race
LGBT2
Disabled
Persons
Black and
Mixed
Race
LGBT2
Disabled
Persons
Black and
Mixed
Race
LGBT1
Disabled
Persons
Board of Directors
Management
Supervisors and
Coordinators
8.62%
8.05%
17.32%
Administrative Staff
2.36%
Operational
Total
Total
40.97%
38.40%
38.40%
1 Data from Hercosul and Mogiana were not considered
2 Information not available
-
-
-
-
-
--
5.17%
6.41%
1.48%
6.04%
1.86%
16.11%
0.17%
2.27%
3.01%
40.23%
2.84%2.84%
37.58%
37.58%
-
-
-
-
-
--
5.13%
5.66%
1.21%
12.78%
1.76%
25.02%
0.20%
30.11%
3.05%
47.45%
2.90%2.90%
44.92%
44.92%
-
-
-
-
-
--
5.66%
1.46%
1.64%
1.93%
3.04%
3.00%3.00%
Employees from under-represented groups, by employment category (%)¹
2020
2021
2022
Black and
Mixed
Race
LGBT2
Disabled
Persons
Black and
Mixed
Race
LGBT2
Disabled
Persons
Black and
Mixed
Race
LGBT
Disabled
Persons
25.27%
7.90%
0.00%
37.55%
37.55%
-
-
-
--
1.91%
49.08%
0.00%
27.89%
0.00%
0.00%
0.48%0.48%
44.57%
44.57%
-
-
-
--
0.12%
50.21%
0.00%
29.41%
0.00%
44.12%
0.10%0.10%
45.81%
45.81%
-
-
-
--
0.00%
0.00%
0.00%
0.00%0.00%
Value Generation
Apprentices
Apprentices
Interns
Interns
Trainees
Trainees
Total
Total
1 Data from Hercosul and Mogiana were not considered
2 Information not available
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Indicators
and annex
140
2022 Integrated
Report
Turnover and Hirings GRI 404-1, 405-1
Hirings1, 2
By age group
2020
2021
2022
Nr.
Rate
Nr.
Rate
Nr. Rate
Under 30
18,942
52% 16,221
49% 14,384
48%
Presentation
30 to 50 years of age
8,695
15% 9,062
16% 9,017
16%
Our way of
doing business
Over 50
Total
Total
219
2%
320
3%
480
5%
27,856
27,856
25,603
27%27% 25,603
23,881
26%26% 23,881
25%25%
1 Data from Hercosul and Mogiana were not considered
2 The hiring rates were calculated using the total number of employees at the end of the reporting period, in
alignment with standard 2-7.
Our strategy
By region
2020
2021
2022
Nr.
2
21
7
8
20%
35%
4%
17%
Nr.
2
13
5
13
25%
21%
14%
26%
Nr.
Nr.
9
4
8
9
44%
29%
22%
21%
Asia
Africa
Europe
Latam (except Brazil)
Brazil
26,544
28% 24,149
26% 22,456
25%
MENA (including
Turkey)
1,274
18%
1,421
20%
1,395
20%
1
2
3
4
5
6
Culture and
Engagement
Value Generation
Indicators
and annex
141
By gender
Men
Women
Total
Total
2020
2021
2022
14,801
24%
13,736
24%
12,634
13,055
31%
11,867
29%
11,247
27,856
27,856
27%27%
25,603
25,603
26%26%
23,881
23,881
23%
27%
25%25%
Employees who left the company¹
By age group
By region
2020
2021
2022
2020
2021
2022
Under 30
12,373
14,994 14,662
Asia
30 to 50 years of
age
6,789
11,101 11,985
Over 50
Total
Total
By gender
624
933
1,086
19,786
19,786
27,733
27,028 27,733
27,028
Africa
Europe
Latam
(except
Brazil)
2
13
1111
4
4
11
77
10
40
3
77
15
Brazil
19,063 25,608 26,191
2020
2021
2022
Men
12,184 15,912 15,405
MENA
(including
Turkey)
693
1,388
1,477
Women
7,602 11,116 12,328
Total
Total
19,786 27,028
19,786
27,733
27,028 27,733
Total
Total
27,856
27,856
25,603
27%27% 25,603
23,881
26%26% 23,881
25%25%
Total
Total
19,786 27,028
19,786
27,733
27,028 27,733
1 Data from Hercosul and Mogiana were not considered
2022 Integrated
Report
Diversity & gender¹
Parental leave GRI 401-3
Employees and workers eligible for leave
Employees and workers who take the leave in the current year with such leave
expected to end during the same current year
Presentation
Employees and workers who take the leave in the previous year with such leave
expected to end during the same current year
Our way of
doing business
Employees and workers who take the leave in the current year with such leave
expected to end during the following year
Our strategy
Total number of employees and workers who have taken the leave during the
current year
Culture and
Engagement
Value Generation
Total number of employees and workers who have taken the leave with the
expectation of returning during the current year
Total number of employees who returned to work during the period covered by
the report following the end of the leave in the current year
Total number of employees who returned to work during the period covered by
the report following the end of the leave in the previous year
Indicators
and annex
Total number of employees and workers who did not return to work during the
period covered by the report following the end of the leave
1
2
3
4
5
6
Rate of return
142
Rate of retention
1 Data from Hercosul and Mogiana were not considered
Men
Women
Men
Women
Men
Women
Men
Women
Men
Women
Men
Women
Men
Women
Men
Women
Men
Women
Men
Women
Men
2020
60,310
42,098
2,364
1,211
69
845
6
602
2,370
1,813
2,433
2,056
-
-
-
-
-
-
2021
58,556
43,248
2,111
1,076
75
845
72
1,033
2,183
2,019
2,186
1,921
-
-
-
-
-
1
100%
100%
84%
100%
100%
80%
2022
55,765
42,157
1,600
1,325
65
1,079
35
882
1,635
2,207
1,665
2,404
1,665
2,404
1,660
2,276
0
0
100%
100%
75%
2022 Integrated
Report
Ratio of basic salary and remuneration received by women and that received
by men, by employment category1,2 GRI 405-2
Board of Directors
Management
Supervisors and coordinators
Administrative Staff
Operational and sales
2020
2021
2022
1.04
1.01
0.97
0.84
0.86
0.92
0.98
1
0.85
0.85
0.99
0.99
1
0.86
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.
2 Data from Hercosul and Mogiana were not considered.
Benefits
GRI 401-2
The benefits offered by BRF to its full-time employees but
which are not offered to its temporary or part-time em-
ployees are disability or disablement support, the share
acquisition plan and a pension plan and benefits plan.
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Benefits
Working hours and type of
employment
Value Generation
Invalidity and disability support
Indicators
and annex
Maternity/paternity leave
Share acquisition plan
Health care plan
Life insurance
Full-time employees
Both options
Full-time employees
Both options
Both options
143
1 We consider all BRF Brasil units to be relevant operating units.
Pension plan/Benefits plan
Full-time employees
1
2
3
4
5
6
Plan of retirement GRI 201-3
BRF S.A. subsidizes the plans administrated by BRF Prev-
idência. A closed, economic and non-profit supplemen-
tary pension entity, BRF Previdência has an autonomous
private law legal personality, with a mission to adminis-
trate and execute benefit plans of a pension nature (such
as retirements and pensions) for those employees of its
supporters which opt to form a part of it by means of an
agreement.
Whenever an employee chooses to join the pension plan,
into their fund they receive a monthly payment of a BRF
contribution equivalent to the sum of their deposit. The
BRF Previdência benefits plans consist of equities that are
separate from their supporter, and the results are calcu-
lated in accordance with the characteristics of each plan
and the applicable regulations.
The participant’s basic monthly contribution corresponds
to the result obtained from the adding together of the
following portions: 16 I - 0.70% (zero point seven zero
percent) of the portion of the Participating Salary lower
than or equal to the ten (10) BRF Reference Units (URBs);
II - 3% (three percent), in full percentages, of the portion
of the Participating Salary that exceeds the ten (10) URBs.
The Supporter’s normal monthly contribution should
correspond to the result obtained from application of a
percentage of one hundred percent (100%) of the month-
ly Basic Contribution made by the participant. In 2022, the
percentage of participation of BRF employees in retire-
ment plans was 47.57% and the average contribution to
the pensions was 2%. There are numerous different types
of plans and we will not be presenting open information
by category.
2022 Integrated
Report
Specific fund for payment of the pension plan liabilities
Estimate of cover of the liabilities of
the plan by the assets allocated for
such purpose
Calculation base for this estimate
Date of most recent estimate
Plan II: Deficit of R$ 4,038,146.58
Plan II: Corporate assets
(defined benefit installment) R$
21,991,718.42
31-Dec-2021 2022 data are
published on 31-Mar-2023.
Presentation
Our way of
doing business
Performance reviews GRI 404-3
Our strategy
Employees receiving performance analyses by employment category (%)1
Training1
GRI 404-1
Average number of employee training hours by
gender
Men
Women
Total
Total
2020
29.75
20.93
26.09
26.09
2021
31.98
24.54
28.78
28.78
2022
31.69
27.7
29.97
29.97
1 Data from Hercosul and Mogiana were not considered
Average number of employee training hours by
employment category1
Board of Directors
Management
2021
4.29
2022
5.8
18.95
21.79
Culture and
Engagement
Value Generation
Indicators
and annex
144
2020
2021
2022
Supervisors and Coordinators
41.83
55.69
Men
Women
Total
Men Women
Total
Men Women
Total
Administrative Staff
16.8
25.86
Board of
Directors
100%
100%
100%
100%
100%
100%
100%
100%
100%
Management
100%
100%
100%
100%
100%
100%
100%
100%
100%
Supervisors and
Coordinators
Administrative
Staff
Operational and
sales
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
99.83%
99.86%
99.84%
39.01%
17.62% 30.23%
48.67%
24.71%
38.81
83.66%
74.92%
79.96%
Total
Total
46.31%
46.31%
38.56%
27.33% 38.56%
27.33%
55.15%
55.15%
46.71%
34.76% 46.71%
34.76%
79.53%
79.53%
79.08%
79.08%
79.35%
79.35%
Operational and sales
31.25
29.6
Total
Total
29.01
29.01
29.97
29.97
1 Data from Hercosul and Mogiana were not considered
Average number of employee training hours by
employee category1
Apprentices
Interns
Total
Total
1 Data from Hercosul and Mogiana were not considered
2021
2022
17.27
31.75
23.42
51.08
18.58
18.58
41.41
41.41
1
2
3
4
5
6
2022 Integrated
Report
Safety GRI 403-8 SASB-FB-MP-320a.1
Membership associations GRI 2-28
Employees and workers covered by an occupational health and
safety management system1 and 2
Total number of
individuals
Number of individuals who
are covered by the system
Number of individuals who
are covered by this system
and have been audited
internally
2020
2021
2022
102,872
102,251
98,374
102,872
102,251
98,374
94,967
94,461
91,809
%
92.3%
92.4%
93.0%
Number of individuals who
are covered by this system
who have been audited
internally or certified by an
external party
94,967
94,461
91,809
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
%
92.3%
92.4%
93.0%
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 man-
agement systems.
2 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). The 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.
Value Generation
Indicators
and annex
145
1
2
3
4
5
6
Membership in associations - entities in which
we participate
ABBI - Associação Brasileira de Bioinovação
ABIA - Associação Brasileira da Indústria de
Alimentos
ABINPET - Associação Brasileira da Indústria de
Produtos para Animais de Estimação
ABPA - Associação Brasileira de Proteína Animal
ABRA - Associação Brasileira de Reciclagem
Animal
ACAV - Associação Catarinense de Avicultura
ACRISMAT – Associação dos Criadores de Suíno
do Mato Grosso
ADIAL - Associação Pró-Desenvolvimento Indus-
trial do Estado de Goiás
AGA - Associação Goiana de Avicultura
AMAV – Associação Mato-grossense de Avicul-
tura
AMCHAM - Câmara Americana de Comércio
para o Brasil
ANACE – Associação Nacional dos Consumidores
de Energia
ASGAV - Associação Gaúcha de Avicultura
ABRASCA - Associação Brasileira das Companhi-
as Abertas
ABCS - Associação Brasileira dos Criadores de
Suínos
AVIMIG- Associação de Avicultores de Minas
Gerais
B20 (Corporate group of the G-20)
CEBC– Brazil-China Business Council
CEBRICS- BRICS Business Council
CEBRI - Brazilian Center for International Rela-
tions
CIESP - Centro das Indústrias São Paulo
CONEX - Conselho Consultivo de Setor Privado
CNI - Confederação Nacional da Indústria
COMECARNE - Consejo Mexicano de la Carne
CEBRAR- Brazil-Argentina Business Council
CEBRACHILE - Brazil-Chile Business Council
CEBDS - Conselho Empresarial Brasileiro para o
Desenvolvimento Sustentável
CEBRAJ - Brazil-Japan Business Council
CEBRAMEX- Brazil-Mexico Business Council
Guiding Board Member of the ‘Rede Brasil’ of the
UN Global Compact;
FESAVI – Fundo Estadual de Sanidade Avícola de
Mato Grosso
FIEMG – Federação das Indústrias do Estado de
Minas Gerais.
FSDS – Fundo Sanitário de Desenvolvimento da
Suinocultura do Mato Grosso
FUNDESA – Fundo de Desenvolvimento e Defesa
do Saneamento Animal no Rio Grande do Sul
GETAP - Grupo de Estudos Tributários Aplicados
Food Service Institute of Brazil
Instituto Pet Brasil
IPC - International Poultry Council
Reciclar pelo Brasil
‘Rede Brasil’ of the Global Compact
RSPO – Roundtable on Sustainable Palm Oil
RTRS – Round Table on Responsible Soil
SINDIAVIPAR - Sindicato das Indústrias Avícolas
do Paraná
SINDICARNE – Sindicato da Indústria de Carnes
e Derivados no Estado de Santa Catarina
SINDIRAÇÕES - Sindicato Nacional da Indústria
de Alimentação Animal
SIPS - Sindicato das Indústrias de Produtos
Suínos do RS
2022 Integrated
Report
Compliance GRI 205-2
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
2020
2021
2022
Communicated
Instructed Communicated
Instructed
Communicated
Instructed
number
16
16
16
16
14
14
Presentation
Brazil
1
2
3
4
5
6
Our way of
doing business
Our strategy
Culture and
Engagement
Indicators
and annex
146
%
100%
100%
100%
100%
100%
100%
Employees communicated with and who received instruction on anti-corruption policies and procedures, by employment
category1 and 2
Categories
Employees
2020
2021
2022
Communicated
Instructed Communicated
Instructed Communicated
Instructed
Board of
Directors
Management
Administrative
Staff
Operations and
sales
number
%
number
%
number
%
number
%
number
%
76
100%
608
100%
2,919
100%
18,146
100%
71,058
100%
76
100%
608
100%
2,919
100%
18,146
100%
71,058
100%
77
100%
657
100%
3,041
100%
16,706
100%
68,596
100%
77
100%
657
100%
3,041
100%
16,706
100%
68,596
100%
53
100%
677
100%
3,089
100%
8,453
100%
89,504
100%
53
100%
677
100%
3,089
100%
8,453
100%
77,232
100%
1 Only employees active on 31-Dec-2022 were considered.
2 Not including employees on leave or with formal justification within the directives stipulated by HR for registration in the system
Value Generation
Supervisors and
Coordinators
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
147
Employees communicated with and who received instruction
on anti-corruption policies and procedures, by employment
category
Region
Employees
2022
Communicated Instructed
Apprentices
Interns
number
%
number
1,640
100%
456
1,640
100%
456
%
100%
100%
Business partners communicated with and who received
instruction on anti-corruption policies and procedures, by region
Region
Business
partners
2020
2021
2022
Africa
Asia
Europe
Latam
(except
Brazil)
Brazil
MENA
(including
Turkey)
number
19
%
100%
number
22
%
100%
number
642
0
0%
0
0%
0
0
0%
8
0
5
5
0%
13.89%
13.89%
8
3
3
32%
32%
1.42%
1.42%
26
26
8
8
%
100%
0%
1.48%
1.48%
14.04%
14.04%
number
39
%
100%
0
0%
0
0%
0
542
542
0%
54.86%
54.86%
number
26,865
1,030
4,067
4,067
4,695
4,695
%
100%
3.83%
11.58%
11.58%
13.33%
13.33%
number
926
0
3,843
3,843
967
967
%
100%
0%
26%
26%
28.11%
28.11%
Suppliers GRI 408-1 and 409-1
Operations and suppliers at significant risk for incidents of child labor and/or
forced or compulsory labor
Operations
Type
Country/geographical
area
Agriculture
Integrated production
Grains
Procurement of commodities
Brazil and the overseas
market
2022 Integrated
Report
Natural capital
Consumption of fuels from non-renewable sources (GJ) GRI 302-1
Energy consumed (purchased) (GJ) GRI 302-1
BPF
Diesel oil
Natural gas
Gasoline
GLP
Shale
Illumination kerosene
Acetylene
GNVGNV
Total
Total
2020
2021
2022
2020
2021
2022
130,696.46
29,326.59
115,886.21
Electricity
8,356,015.24
8,471,931.45
7,857,943.80
101,624.87
104,197.20
106,108.37
SteamSteam
00
00
420,906.18
420,906.18
1,001,717.77
919,260.80
1,008,166.65
Total
Total
8,356,015.24
8,356,015.24
8,471,931.45
8,471,931.45
8,278,849.99
8,278,849.99
106,090.04
112,398.00
192,067.40
514,594.34
522,349.83
460,499.07
Total energy consumed (GJ) GRI 302-1
99,303.08
114,446.68
123,118.66
2020
2021
2022
0
0
00
0
0
00
689.7
0.46
5.835.83
Fuels from non-
renewable sources
Fuels from renewable
sources
1,954,026.56
1,801,979.10
2,006,542.35
20,569,203.34
21,764,940.30
21,590,928.10
1,954,026.56
1,954,026.56
1,801,979.10
1,801,979.10
2,006,542.35
2,006,542.35
Energy consumed
8,356,015.24
8,471,931.45
8,278,849.99
Consumption of fuels from renewable sources (GJ) GRI 302-1
Total
Total
Energy sold
30,879,245.14
30,879,245.14
32,038,850.85
32,038,850.85
53,391,998.42
53,391,998.42
0.00
0.00
1,308,728.90
2020
2021
2022
1. The energy sold refers to the energy sold on the free market but which was not consumed, and which has been deducted from
the total energy consumption, meaning there is no counting of the consumption in duplicate.
Sugarcane
Biodiesel
170,183.24
132,263.09
106,565.32
6,321.34
6,462.02
0
Vegetable or animal oil
213,244.79
160,046.46
73,334.28
Biomass (wood from
reforesting)
20,179,453.96
21,466,168.70
21,411,028.51
Total
Total
20,569,203.33
20,569,203.33
21,764,940.27
21,764,940.27
21,590,928.10
21,590,928.10
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
148
2022 Integrated
Report
Energy intensity¹
GRI 302-3
2020
2021
Total energy intensity
5.86
5.95
2022
6.23
1 Energy intensity is calculated as the energy consumption within the organization (GJ) by pro-
duction in 2022 (tons). Only the organization’s electricity consumption and steam are included.
1
2
3
4
5
6
Total volume of water collected in all areas and in hydro-stress areas, per source (ML) GRI 303-3
Presentation
Our way of
doing business
Source3
Surface water2
Groundwater
Our strategy
Third parties water
Total
Total
2020
Areas with
water
stress1
-
-
-
--
All areas
39,390.70
18,982.32
1,550.59
59,923.61
59,923.61
2021
Areas with
water
stress1
-
-
-
--
All areas
36,754.83
21,132.51
1,790.57
59,677.91
59,677.91
2022
All areas
Areas with water
stress
36,579.76
19,261,483
18,974.24
-
-
-
55,554.00
55,554.00
19,261,483
19,261,483
Culture and
Engagement
1 Information not available for the years 2020 and 2021
2 Includes water acquired from third parties
3 Fresh Water (≤1000 mg/l of Total Dissolved Solids)
N.B.: The tool used to define the areas of water vulnerability was adapted from the methodology used by Aqueduct and CDP Water Security, both global benchmarks in this area.
Value Generation
Total water discharge in all areas in megaliters, by destination (ML) 303-4
Source
Surface water
Indicators
and annex
Municipal collection system
Ground
Total
Total
149
2020
2021
2022
50,151.33
51,010.41
46,038.68
131.07
173.51
11.53
14.89
5.78
71.77
50,455.91
50,455.91
51,036.83
51,036.83
46,116.23
46,116.23
2022 Integrated
Report
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
Total sum of waste NOT destined for final disposal, by recovery operation (t)1,2 GRI 306-4
Significant air emissions (in tons) GRI 305-7
Hazardous waste
Recycling
Re-refining
Reuse
Recovery
On-site storage
Non-hazardous
Recycling
Composting
Reuse
Recovery
Total
Total
2020
2021
2022
Outside the organization
316.01
170.87
135.94
1.20
7.70
0.30
504.56
284.20
220.36
-
-
-
239.12
239.12
-
-
-
-
286,727.06
280,087.01
371,755.17
37,432.32
67,347.29
77,291.80
170,009.76
209,733.88
281,318.67
7,649.64
71,635.34
287,043.07
287,043.07
242.96
13,144.70
2,762.88
280,591.57
280,591.57
0.00
371,994.29
371,994.29
1 According to the SKU indicator and control list in Logistical Variants.
2 The waste was excluded
Intensity of greenhouse gas emissions GRI 305-4
NOx
SOx
2020
2021
2022
1,872.96
1,962.7
4.946,88
208.62
284.05
130.39
Hazardous Air Pollutants
(HAP)
0.00
0.00
0.00
Particulate Matter (PM)
2,133.86
2,776.13
98,937.72
Carbon Monoxide
7,182.43
5,444.30
12,298.17
1 The monitoring of the atmospheric emissions from BRF fixed sources considers the applicable envi-
ronmental legislation with respect to the frequency of monitoring and the legal limit for the monitoring
of each criterion that needs monitoring, depending upon the characteristics of the emitting source.
BRF measures emissions directly (being continuously analyzed along the production line).
BRF Shareholder Structure GRI 2-1
On 26-Jul-2022.
Quantity
%
Biggest shareholders
Marfrig Global Food S.A.
360,133,580
33.270
Employees’ Pension Fund
of the Banco do Brasil 1
66,859,938
6.177
2020
2021
2022
Kapitalo Investimentos Ltda.
55,730,079
5.148
Total GHG emissions (t CO2 equivalent)
508,436.69
559,016.37
429,684.48
Intensity of greenhouse gas emissions
1 The total GHG emissions (tCO2eq) involves the sum of Scopes 1 and 2. The emissions intensity is calculated as the absolute GHG emissions (tCO2eq) in
terms of Scopes 1 and 2 based upon 2022 production (tons). The data take into account 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 hydrofluo-
rocarbons. 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.
2 Biogenic emissions are not considered
0.084
0.104
0.096
Emissions of ozone-depleting substances (ODS) in tCFC-11 equivalent GRI 305-6
Administrators
Board of Directors
Board of Directors
ADR
Treasury shares
150
Total ODS produced
2022
1,365
Others
Total
Total
1 There were no imports or exports of substances that destroy the ozone layer (ODS). The data consider IPCC methodology and factors. The only gases pro-
duced and included in the calculations are HCFC 141B and HCFC 22.
1 The pension funds are controlled by the participating employees of the respective companies
518,900
0.048
512,379
0.047
154,753,534
14.296
4,356,397
0.402
439,608,439
40.611
1,082,473.246
1,082,473.246
100.00
100.00
2022 Integrated
Report
Letter of Assurance GRI 2-5
1
2
3
4
5
6
Presentation
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
151
2022 Integrated
Report
Corporate information and credits GRI 2-1
1
2
3
4
5
6
General project coordination
Vice-President of Personnel, Sustainability and Digi-
tal Operations
Presentation
Reputation and Sustainability Board
Our way of
doing business
Our strategy
Culture and
Engagement
Value Generation
Indicators
and annex
152
Content, design and consultation
Integrated editorial project and consultation
report group - rpt.sustentabilidade
Materiality
Grupo report– rpt.estratégia
Editing and reporting
Guto Lobato and Ana Luiza Daltro
CRI Consultation
Tatiana Lopes and Livia Amaral
Materiality process
Pedro Bentz and Victor Netto
Project and relationship management
Ana Carolina de Souza Matsuzaki
Graphic Design and Layout
Sergio Almeida and Naná Freitas
Translation
Stephen Wingrove
Photography
BRF archive
BRF S.A. GRI 2-1
HEAD OFFICE
Rua Jorge Tzachel, 475 – Bairro
Fazenda, 88301-140 – Itajaí – SC
Investors Relations: (+55 11) 2322-
5377
Rua Hungria, 1.400 - 5º Andar
- Jardim Europa - Zip code:
01455-000 - São Paulo Telephone
numbers: (+55 11) 2322-5000