2023 integrated report
2
integrated
report 2023
table of contents
1
about this report
03
BRF: a food giant
message from the leadership 05
highlights
awards and recognitions
07
08
global presence
portfolio and brands
our business model
BRF+, our efficiency plan
our operation context
business performance
2
we act with integrity and simplicity
governance
ethics and compliance
risk management
3
simple, agile and efficient management
sustainability
sustainability platform
supplier and supply chain management
traceability and socioenvironmental monitoring
social responsibility
performance in rankings and indexes
11
13
14
15
16
17
20
25
26
30
38
45
57
64
68
78
80
84
4
safety as a commitment
health and safety
responsibility for the product
partnership with clients and consumers
5
quality in everything we do
employee development and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and waste management
6
annexes
how we prepare our report
GRI content summary
summary of Integrated Report requirements
SASB tables
TCFD recommendations
GRI contents and other indicators
complementary information
Independent Limited Assurance Declaration
credits
85
87
93
97
99
101
110
113
121
127
135
142
143
144
157
159
163
164
171
175
3
about this report
message from the leadership
highlights
awards and recognitions
about this report
GRI 2-5
We present general information about BRF, our
market position and operating strategy, followed
by a chapter that deals specifically with our
performance in sustainability.
In this way, our stakeholders can read about our
performance in 2023 and our perspectives for
the upcoming years.
BRF 2023 Integrated Report continues our
practice of presenting our stakeholders with
our journey of value creation and sustainability
each year. We share in this report the
management of our material topics, including
projects, investments, strategies and key
performance indicators in both the financial
and non-financial areas.
Information is selected and prioritized based
on our materiality (image below), that is, the list
of the topics most relevant to our sustainability,
and distributed throughout the report, as these
aspects are addressed. (See more in Materiality,
on page 61).
If you have any questions,
suggestions, or comments
regarding the content of
the 2023 Integrated Report,
please feel free to contact us
via email at acoes@brf.com
or phone: (55 11) 2322-5377.
integrated report2023BRF: a food gianttable of contentswe act with integrity and simplicitysimple, agile and efficientmanagementsafety as a commitmentquality is in everything we doannexes
4
materiality
Material topics are the main reference for defining the content of our report, as well as for managing our
sustainability. In this representation, the topics located on the left are those with most impact financially,
while those on the right have more socio-environmental impact. At the center are the relevant financial and
socio-environmental topics in similar proportions.
The larger the circle, the greater the importance of the associated .topic. These insights were gathered from
the application of the double materiality methodology with our stakeholders as detailed in our 2022 report.
about this report
message from the leadership
highlights
awards and recognitions
relevance
to stakeholders
BRF Leadership
Investors + Banks
Internal
and external experts
Clients
Suppliers + Grain
Suppliers + Service
Providers
Integrated producers
NGOs + Sector
associations + press
financial
impact
Human
rights
and labor
relations
Attraction,
development
and retention of
employees
Food
safety
Climate
change,
water and
energy
Animal
welfare
Quality
and safety of
the products
Ethics,
integrity and
compliance
Health,
wellbeing
and safety
Management,
transparency
and tracking
of the supply
chain
Learn more
about our
materiality on
page 61.
integrated report2023BRF: a food gianttable of contentswe act with integrity and simplicitysimple, agile and efficientmanagementsafety as a commitmentquality is in everything we doannexes 5
message from our leadership
GRI 2-22
about this report
message from the leadership
highlights
awards and recognitions
2023 will be remembered for being a year
of significant advancements for BRF. The
disciplined implementation of BRF+, our
efficiency plan, enabled us to improve our
results each quarter, securing approximately
R$ 2.2 billion. At year-end, the Company
reported net revenue of R$ 53.6 billion and an
EBITDA of R$ 4.7 billion. In the fourth quarter
we became profitable again, with net income
of R$ 823 million, excluding the impacts of
hyperinflation in Turkey, generating a free
cash flow of R$ 613 million.
effectively: natural, human, social, production,
and financial, making BRF increasingly
competitive, with valued people, quality
relationships, and strengthened governance.
With Simplicity, Agility and Efficiency, we
outlined clear strategies and made progress
in terms of the profitability of the processed
products range in Brazil, product cost cutting
and continuous improvement in our main
technical indicators. Our capital structure was
also bolstered by a follow-on offering, which
allowed us to cut expenses and lower the
Company’s leverage.
Further good news this year was the record
growth of our certifications, crucial for
growing our international sales and our
strategy of maximizing revenue through
market diversification.
In 2023, the pride in our brands remained
unabated: loved by consumers, market
leaders, relevant, and innovative. We are
striving to employ our various capitals more
On the EESG agenda, we took great strides
in our sustainability journey, making
meaningful achievements in sustainability
and the enhancement of our governance
standards. The market acknowledged our
practices for the 17th year, maintaining our
presence in the ISE portfolio and the Efficient
Carbon Index (ICO2), both at the B3 stock
exchange. We also moved up in ratings such
as Sustainalytics and MSCI.
On the climate front, we completed the
comprehensive mapping of emissions from
our supply chain (scope 3) and progressed
in our strategy and in reducing emissions.
Our goals were revised using the FLAG
methodology and are currently under review
by the Science Based Targets Initiative (SBTi).
With approval expected in 2024, this update
will align us with the more ambitious agenda
on this topic, driven by the goals set in the
Paris Agreement.
Marcos Molina
Chairman of BRF’s
Executive Board
integrated report2023BRF: a food gianttable of contentswe act with integrity and simplicitysimple, agile and efficientmanagementsafety as a commitmentquality is in everything we doannexes 6
about this report
message from the leadership
highlights
awards and recognitions
In 2023, we reduced total scope 1 and 2
emissions by 21% compared to the 2019
baseline. The increased use of energy from
renewable sources with proven traceability
were one of the main reasons for this.
Pursuing a deforestation-free supply chain,
we expanded our traceability commitment to
100% of the biomes in which BRF operates.
The company is now tracing 100% of direct
grain suppliers and 77% of indirect suppliers
in the Amazon and Cerrado regions, which
account for 62% of the volume purchased.
Considering all biomes, we reached 99.9%
traceability of direct suppliers and 79%
of indirect suppliers.
The roughly 8% reduction in our water
consumption per ton compared to the 2020
baseline is an example of our efficient and
disciplined water stewardship. Our animal
welfare practices enabled us to achieve
100% animal welfare certification at all
Brazilian poultry and pork slaughterhouses,
a further step towards the goal of certifying
all units by 2025.
We broke a number of records in
occupational safety. Fewer accidents, of lesser
severity, and progress in our commitment
to a culture of zero accidents and genuine
care. Protecting the lives and well-being
of everyone who works with us underpins
everything we do, every day, and is reflected
in our culture that enshrines Safety, Quality
and Integrity as non-negotiable commitments.
These results attest to the precision and
relevance of our strategy, especially in the
decision to embed sustainability in our
business model. We reaffirm our commitment
to maximizing results consistently, enacting
our efficiency plan and working in a
streamlined and agile way to create value. We
are also doubling down on our commitment
to information transparency and accuracy and
to reporting our economic, environmental,
social and governance performance.
With BRF+ version 2.0 already underway,
we begin 2024 encouraged by the results
achieved thus far and the conviction that we
have the potential to go even further. We
are turning a new page in our history, with
Marfrig as the controlling shareholder with a
50.06% interest, as we become an increasingly
competitive company.
The cornerstone for all these achievements
is singular: the power of teamwork. We
therefore conclude this message by
expressing our gratitude for the daily
commitment and engagement of our
employees; the partnership of our integrated
producers, suppliers and the communities
where we operate; the loyalty of our
customers; and the trust of our board
of directors, shareholders and investors.
The individual contributions complement each
other and multiply, yielding increasingly solid
and consistent results for everyone involved in
our value chain and for society as a whole.
Marcos Molina
Chairman of the Board of Directors
Miguel Gularte
CEO
Miguel Gularte
CEO of BRF
integrated report2023BRF: a food gianttable of contentswe act with integrity and simplicitysimple, agile and efficientmanagementsafety as a commitmentquality is in everything we doannexes 7
highlights
ESG
about this report
message from the leadership
highlights
awards and recognitions
81%
reduction
in severity
in accidents with
our employees.
21%
reduction in
absenteeism.
We have achieved
the goal established in
our public commitment
to have 100%
of our poultry
cage-free.
56%
of poultry integrated
producers have
photovoltaic
panels on their
properties.
100%
traceability
of grains from direct
suppliers in the Amazon
and Cerrado biomes,
and we progressed
to 77% of indirect
suppliers.
313
employees
are Integrity
Ambassadors.
We reduced
total scope 1
and 2 emissions
by 21%
compared to the
base year 2019.
We started the
operation of the wind
farm, in partnership
with AES, which took
our self-production
capacity to 14% of
our electricity matrix
from December 2023.
100%
animal welfare
certification
in all poultry and
swine slaughter units
in Brazil.
R$ 77.1
million
in investment in
natural resources,
animal welfare
and traceability.
2,000
leaders trained
in development
programs.
12%
decrease in
the frequency
of accidents.
We reduced water
consumption by
8.4%
compared to the
base year 2020.
performance
Record of 66
new qualifications for exports
to Latin America, Asia, South Africa and
Europe.
17,500
new customers
in Brazil in 2023.
EBITDA
R$ 1.9 billion,
with a margin of
13.2%.
Qualy
remains the best-selling
margarine in Brazil, followed by
Deline, in second position*.
R$ 823 million
in net income.
BRF+ captures
2.2 billion.
Sadia with
37.6%
market share in the Gulf
countries.
Gained
2.2 p.p.
of market share in
processed foods in
the Gulf countries.
Banvit
leader in Turkey with
21.2%
market share.
*according to NielsenIQ reading.
integrated report2023BRF: a food gianttable of contentswe act with integrity and simplicitysimple, agile and efficientmanagementsafety as a commitmentquality is in everything we doannexes 8
about this report
message from the leadership
highlights
awards and recognitions
awards and recognitions
brands
Effie
Awards Brasil 2023
Perdigão is one of the winners
of the award offered by Meio &
Mensagem, which recognizes the best
marketing and communication strategies
of large companies. The Gold trophy, in
the Brand Experience Products category,
came with the case "The best-selling
mortadella that became a world
record", produced in partnership
with AlmapBBDO.
Promoted by Folha, the Sadia
brand was highlighted for the
11th consecutive time as a
benchmark in frozen meals and
for the first time in the Calabrese
sausage category; in addition,
Qualy was recognized for the
18th consecutive time in the
margarines category.
Reclame AQUI Award
For the 11th consecutive
year, we were recognized for
our customer relationship
management actions, with Sadia
brand winning and Perdigão in
second place in the category in
"Perishables and Frozen Foods".
Love Brands 2023
In the 9th position, this is the first
time that Sadia brand appears in
this ranking, which measures the
emotional connection of brands with
consumers and includes other large
companies, such as iFood, Coca-
Cola and WhatsApp. Furthermore,
we are also the only protein brand
among those selected.
integrated report2023BRF: a food gianttable of contentswe act with integrity and simplicitysimple, agile and efficientmanagementsafety as a commitmentquality is in everything we doannexes 9
about this report
message from the leadership
highlights
awards and recognitions
awards and recognitions
sustainability
ISE: BRF integrates the Corporate
Sustainability Index (ISE) for the 17th
year and the Carbon Efficient Index
(ICO2) for the 13th year, both from B3.
The presence in the indexes reinforces
the progress of the Sustainability Plan,
with transparent and efficient actions
for its sustainable growth journey.
Brazilian GHG Protocol
Program: BRF won the
Gold Seal for the 14th
consecutive year. It is the
highest level of certification
for transparency in the
greenhouse gas emission
inventory.
Coller FAIRR Protein Producer Index: For the 5th
year in a row, BRF is part of the ranking administered
by a collaborative network of investors that assesses
the ESG risks and opportunities of the 60 largest
publicly traded global companies in the animal
protein and dairy industries. In the 12th position, we
raised our overall score by five percentage points,
from 48% in 2022 to 53% in 2023.
Advancement in ESG ratings:
we went from High Risk to
Medium Risk in Sustainanalytics
rating, specialized in ESG topics. In
the MSCI rating, we moved up one
level in the ESG assessment, going
from BB to BBB.
30% Global: BRF won the 30% Club
Award, which recognizes companies that
have at least 30% women on their boards
of directors. 30% Club Brazil is a global
initiative led by Board Chairs and CEOs
who take concrete steps to increase
gender diversity in companies.
Corporate Animal Initiatives Monitor
(MICA): for the second consecutive year, we
won the Gold category in the ranking by Mercy
for Animals, which analyzes good practices of
companies in animal welfare. We were awarded
for having 100% of eggs sourced from cage-free
hens in our production in Brazil.
Green Label Industries
Seal: BRF's Kezad plant in
the United Arab Emirates has
been recognized by the Abu
Dhabi Environment Agency
for the second year in a row.
Expressão de Ecologia Award, from Editora Expressão: we won in the
animal welfare category, as recognition for the elimination of the 'ear notching'
procedure (ear mutilation for identification) in all of our swine farms. We
were also awarded in the water category, as a result of our project to reduce
consumption in the sanitation of the factory, saving 172.8 million liters of water
per year, which is equivalent to supplying for 15,600 people for ten days.
integrated report2023BRF: a food gianttable of contentswe act with integrity and simplicitysimple, agile and efficientmanagementsafety as a commitmentquality is in everything we doannexes 10
about this report
message from the leadership
highlights
awards and recognitions
awards and recognitions
innovation
Valor Innovation Award Brazil
Valor Econômico newspaper
Winner in the Smart Packaging/Practical
category with the BRF + IQX Case
4th place in the Food, Beverage and
Ingredients category
Fisa Innovation Awards
Food Ingredients South America
Ranking 500 Largest Companies in the
South Amanhã Magazine
1st place in the Innovative Product
category, with Sadia Cauliflower Wings
3rd place throughout the South region
2nd place among the 100 largest
companies in Santa Catarina
Innovation Champions Amanhã
Magazine
1st place in the Food and Beverage
category
2nd place in the Innovative Product
category, with Sadia Hot Bowls
Top 100 Open Startups
Open Corps
3rd place in the Consumer Goods
and Food category
25th place in the overall ranking
14th place in the overall ranking
Seal Innovation 2023
1st International Congress of Open
Innovation cases – Oiweek
1st Place Connectivity Highlight in the
Industry - Audits Video
Presentation of the BRF + IQX Case
at Rio Innovation Week 2023
Plástico Sul Award
Plástico Sul Magazine
Automation Award
GS1 Brazil - Case awarded for the
adoption of standardized QR Code
on Sadia packaging
compliance
Winner of the “World PR & Communication
Awards 2023”, promoted by the Global Alliance,
in the Ethics & Compliance category.
Technology and training cases were
referenced in international publications
of the OECD (Organization for Economic
Cooperation and Development), with the case
“Flor from RH”, an artificial intelligence created to
meet compliance demands.
AEVO Intrapreneurship Award
2nd place in the company category,
Transformation innovation modality
4th place in the company category, ESG
modality
5th place in the company category, open
innovation modality
6th place in the team category, open
innovation modality
Impact Awards from ASUG Brazil 2023
2nd Place BRF Digital Admission.
TOP 3 HDI Brazil
EVA | Best Virtual Support Assistant of
the Year
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integrated
report 2023
table of contents
about this report
message from the leadership
highlights
awards and recognitions
1
BRF: a food giant
global presence
portfolio and brands
business model
BRF+
our operating context
business performance
we act with integrity
and simplicity
simple, agile and efficient
management
safety as a commitment
quality is in everything we do
annexes
BRF: a food giant
1
table of contentsBRF: a food giant1highlightsmessage from the leadershipwe act with integrity and simplicityawards and recognitionsabout this reportsimple, agile and efficientmanagementsafety as a commitmentintegrated report2023quality is in everything we doannexes 12
global presence
portfolio and brands
business model
BRF+
our operating context
business performance
In Brazil and in more than 127 countries, our
brands are chosen by an increasing number
of customers and lead markets with different
characteristics. Sadia, Perdigão and Qualy
dominate the Brazilian market, according to
data from Kantar, a market research company,
and international: Sadia is a leader in the Middle
East, just like Banvit in Turkey, for example. This
success goes hand in hand with our commitment
to maintain Safety, Quality and Integrity
in everything we do.
Focus on details is in every part of our production
chain. Since animal husbandry with about
9,500 integrated producers to the points of
sale, it is decisive for consumers satisfaction.
We are a publicly traded company. Our head
office is in the city of Itajaí (SC), in Brazil. We have
a total of 44 manufacturing plants (38 in Brazil,
one in Paraguay, three in Turkey and two in
the Middle East/GCC), over 103 distribution
centers worldwide and a network of more
than 30,000 suppliers of inputs, technology
and services.
In 2023, our capital structure had a major boost
in deleveraging from the largest follow-on
recorded in Latin America in 2023, raising
more than R$ 5.4 billion. In December,
we started a new chapter in the Company’s
history with the consolidation of Marfrig as a
shareholder controller with 50.06% stake and
confident in following our journey of evolution.
In 2023, our business plan was fulfilled with
excellence, progressing with simplicity, agility
and efficiency. Guided through our BRF+
program (see more at page 18), we improve our
operational performance and capture efficiency
gains every quarter.
With goals, indicators and management,
we advance on priority topics on our
Sustainability Platform such as animal welfare,
decarbonization, clean energy, grain traceability
and transparency in governance. Our team of
almost 100 thousand employees worked hard
to meet to challenges, contributing every
morning to we continue to feed the future
with Quality, Safety and Integirty.
present
in 127
countries
DISCIPLINE AND FOCUS ON EFFICIENCY ALLIED TO
INNOVATIVE LOOK IN THE SEARCH FOR SOLUTIONS MARK
OUR JOURNEY OF EVOLUTION.
approximately
9,500
integrated
producers
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global presence
GRI 2-6, FP5, SASB FP-MB 000A, FP-MB 000B, FB-PF-000.A, FB-PF-000.B
4.9 million
products sold
44
productive units
103
distribution centers
global presence
portfolio and brands
business model
BRF+
our operating context
business performance
Austria
1
14
European
and Eurasian
countries import
our products
Eurasia
(Singapore, China,
South Korea, Japan,
Vietnam and Russia)
1 in each country
We are leaders
in exporting
chicken from
Brazil to
Singapore (39%)
and Japan (33%)
29% of
Brazilian pork
exported to the
Southern Cone
is produced
by BRF
Paraguay
1
Chile
1
We are market leaders in
frozen lasagnas, breaded
chicken (whole muscle
and steak breaded), and
margarines
Brazil
38
1
53
We lead the
export of
poultry to the
Gulf countries,
with 58% of
the total
Uruguay
1
We are leaders in frozen
lasagnas, breaded chicken
(whole muscle and steak
breaded), nuggets, and
margarine
South Africa
1
Key:
Production Units
Offices
Innovation Center
Distribution Center
2 in Middle East / 3 in Turkey (Halal DDP)
+ 6,500 employees in the Middle
East, considering 4,800 in Turkey and
the others in the Gulf countries.
1 in Kezad - Abu Dhabi
1 in Saudi Arabia
1 in United Arab Emirates
1 in Kuwait
1 in Oman
1 in Qatar
18 in Turkey
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portfolio and brands
global presence
portfolio and brands
business model
BRF+
our operating context
business performance
Feed
the world with
quality, flavor, and convenience
are distinguishing features of our
extensive product portfolio. Sadia stands as
the most valuable food brand and ranks high among
the most differentiated brands (9th position across all
sectors) and highlighted in Experience*. Perdigão, leading in
sales nationwide, and Qualy, a preferred choice in its category,
are some of our strongholds, as per various research sources
such as Brand Z Kantar, Nielsen, and Kantar's brand tracking.
According to the Brand Z survey, Qualy is also recognized as the
only iconic margarine brand, and it remains Top of Mind for the
18th consecutive year, continuing as the best-selling margarine in
Brazil, followed by Deline. Sadia is the 5th most chosen brand in
the United Arab Emirates and, across all of Latin America, it ranks
as the 7th most chosen, according to Kantar.
We are present in regions, cultures, and traditions across
various markets with ready-to-eat meals, fresh
proteins, margarines, cold cuts, vegetables,
processed meats, ingredients, and animal
feed, combining convenience,
quality and healthiness.
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
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
* Source: BranZ 2024
“Most Valuable Brands”
by Kantar.
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+96,000 employees with
around 90 nationalities
more than 30,000 suppliers
9,500 integrated producers
global presence
portfolio and brands
business model
BRF+
our operating context
business performance
Feed factory
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
Retail, Consumers and Food Service
Clients in 100 countries and our own brand ‘Mercato
Sadia’ stores
Farms and integrated producers
Our integrated producers are responsible for
production of chickens, consumed throughout
the world.
Our business
model
GRI 2-6
What we do
Manufactured capital: we
transform raw materials into food
Innovation: investment
in R&D and partnerships
Sales: through different channels
and an omnichannel perspective
Logistics: delivery of finished
products on a global scale
Marketing: investment in brands
and communication
How do we do it?
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
The capitals we use
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
Transformation & global operations
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 leadership
in the exportation of chicken produced in Brazil
Outputs
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
Outcomes
Financial: (+) generation of cash
and dividends; (-) indebtedness
Natural: (+) animal welfare
in the chain; (-) emissions and
use of resources; (-) cases of
non-compliance
Human: (+) development 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
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global presence
portfolio and brands
business model
BRF+
our operating context
business performance
BRF+, our efficiency plan
Feed
conversion
chickens:
-2.5%
BRF+ is our efficiency
plan, built collaboratively
by our senior leadership to
address opportunities at all
links in the chain. We established
a model to monitor the most
important indicators of our
business, including the eight fronts
and 19 priorities, which were deployed
in the Company's budget and in the
employee goals chart.
With agility, simplicity and efficiency as
principles, we set ambitious goals
to improve our key indicators at
all levels of our operation. The
positive results achieved even earlier
than planned showed the success
of the delivery and employee
engagement.
Captures:
R$ 2.2
billion
International
Animal
cost
Halal
Industry
BRF+
The program consists of
8 fronts
Losses
Logistics
Inventories
Brazil
Income in
kind:
+3.2 p.p.
in chickens
and +2.9
p.p. in swine
Feed conversion
swine:
1.4 p.p.
Logistic service level:
+8 p.p. for small
retail and +13.9
p.p. for large
chains
2023 data compared
to 2022.
BRF+ is part of
our culture, so we
launched a new
cycle for 2024,
BRF+ 2.0
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global presence
portfolio and brands
business model
BRF+
our operating context
business performance
our operating context
In Brazil, we have observed the gradual recovery
of the consumption scenario, despite the
challenges imposed by the still high interest
rates, high levels of indebtedness and default.
The consumer confidence index ended the year
with 93.7 points - 7.5 points above the value
presented at the beginning of the year, but it is
far from the 100 point mark. The labor market
has also been resilient with the unemployment
rate closing 2023 at 7.62%, the lowest since
2015. The average income of Brazilians
continues to gradually improve, which may
favor the consumption of products, especially
processed ones.
Facing this challenge and within a logic of
efficiency, our commercial performance was
restructured, in order to make the model
more horizontal and agile. We use digital
technologies to drive sales results in a planned
and consistent manner (see more in Digital
Innovation on page 47).
We entered 2023 prepared to face great
challenges. We used our expertise locate
business opportunities, which, combined
with our efficiency plan, contributed to
the evolution of the margin of processed
products and enhanced gains in this market.
Regarding inventory management, the Company
reduced them, while raising the level of service
for customers and consumers. As a result of
the greater integration between production
and sales planning, we achieved the lowest
FIFO rate – discount applied to products close
to the expiry date – in recent years.
In our International operations, market
diversification has provided greater flexibility to
seize the best opportunities and, consequently,
maximize the Company's revenue. See more on
the next pages.
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global presence
portfolio and brands
business model
BRF+
our operating context
business performance
international market
GRI 2-6
records for exports and new qualifications
In 2023, we achieved 66 new qualifications,
growing about 10.8% in export volume,
compared to 2022, in all our regions of
operation, breaking the Company's historical
monthly and quarterly records. To achieve
these milestones, the efficiency improvement
promoted by BRF+ (see more on page 16),
constant analysis of the best product allocations
in different markets, and efforts to regain our
relevance in regions such as Southeast Asia
were crucial.
With this expansion, we have almost halved our
international market stocks, reducing them from
90 thousand tons to less than 50 thousand tons
of products. From the sustainability perspective
of the production chain, this reduction has
effects on the agility of negotiations, better
utilization of market movements, and enables
all involved in the process to work with less
pressure. Logistical efficiency also benefited
from the increase from 58% to 78% in direct
factory-to-export shipment, reducing port
storage costs. In practice, these optimizations
represent reductions in fuel usage, energy
consumption, and greenhouse gas emissions
into the atmosphere.
In 2023, we also excelled in the speed with
which we began exporting after obtaining
certifications. The synergy between internal and
local teams was essential for this achievement.
Our share of exports in Brazil rose from 26%
to 30% in chickens and 16% to 21% in swine
in 2023. Recognizing specific demand in certain
regions, we adjusted our pork production
to meet it.
We are the top exporter of chicken from Brazil
to Japan (33%) and Singapore (39%). In pork, we
are leaders in Southern Cone (29%), Vietnam
(25%) and Singapore (41%).
BRF's ability to understand the specificities of
very different markets is attributed to our vast
export experience and our active local presence,
gaining insights into local cultures through
our offices in Chile, Uruguay, South Africa,
Singapore, Japan, Korea, among others.
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global presence
portfolio and brands
business model
BRF+
our operating context
business performance
BRF and Marfrig:
partnership and opportunities
In 2023, we started the Best Practices
project seeking the best solutions of each
company for mutual improvement in
aspects of governance, operational
and commercial.
In this sense, we launched 14 work fronts,
defined a sharing protocol of practices and
adopted a robust governance oriented for
initiatives and opportunities identified.
Throughout the year, we participated in some
of the most significant trade fairs for the
global food sector together, such as SIAL
China, the Global Halal Brazil Business
Forum, and Anuga in Germany, reflecting
the synergy between Marfrig and BRF. In
line with this, we have begun to engage
in timely commercial partnerships,
especially in China, Southeast Asia,
Africa, and Mexico.
Due to their existing infrastructure
in Argentina, Marfrig is our main
distributor in this country. We also
have well-established and successful
distribution partnerships in Uruguay
and Chile. Some of these practices
resulted in enhancing BRF+ captures,
bringing advantages and results to the
Company. The opportunities captured
are communicated transparently in our
financial statements, in the reports of
transactions between related parties.
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global presence
portfolio and brands
business model
BRF+
our operating context
business performance
business performance
The last quarter of 2023 marked the return to profitability
in our operations, with a positive balance of R$ 823 million,
excluding the impacts of hyperinflation in Turkey, which
totaled R$ 68 million in the period, and free cash flow
of R$ 613 million. The results were driven by improved
operational performance and the Company's financial
discipline, which, following the follow-on, contributed to a
significant reduction in leverage (reaching 2.01x), the lowest
in seven years.
Our predictive intelligence model, combined with the
efficiency gains from the BRF+ program, allowed us to
capitalize on the timely sourcing of grains at lower prices,
resulting in a significant reduction in costs in the second
semester. Additional BRF+ captures totaled R$ 2.2 billion
in the year.
The improvement in commercial execution, the better
performance of our product portfolio, and the consistent
efforts of the Sadia, Perdigão, and Qualy brands supported
the increase in profitability in Brazil in 2023. In the
international market, we returned to double-digit margins,
advancing in value-added products and achieving a record
number of authorizations for new destinations.
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financial performance
global presence
portfolio and brands
business model
BRF+
our operating context
business performance
In 2023, our net revenue totaled R$ 53.6 billion,
driven by a 2.2% increase in volumes, supported
by the 66 new authorizations obtained
throughout the year, which contributed to
greater flexibility and capture of opportunities.
with the strategy of increasing the volume of
value-added items. Our debt profile remains
elongated and balanced between currencies,
diversified, with an average term of 7.9 years.
We progressed quarter by quarter and closed
the year with positive results, mainly driven
by improved operational performance and
the financial discipline of the Company. We
closed the year with a significant reduction in
leverage, the lowest in the last seven years.
The Adjusted EBITDA for the period was
R$ 4.7 billion, 14.8% higher than in 2022,
and the gross profit was 58.6% higher than
the previous year, reaching R$ 8.8 billion.
In Brazil, the recovery of prices for fresh
chicken protein in the domestic market
also positively influenced the performance
of the segment. In the fourth quarter, the
performance of both the celebratory portfolio
and the regular portfolio supported the
improvement in profitability for the year.
In the international market, the recovery of
prices for fresh protein was one of the factors
contributing to the return of double-digit
EBITDA margin (11.1%) in this quarter. We
recorded growth in profitability with significant
price recovery across all geographies. A
highlight is the GCC region, where we gained
market share in processed products (2.2
percentage points more than in 2022), aligning
Highlights (R$ million)
Volumes (Thousand, Tons)
Net Revenue
Average Price (R$/kg)
CPV
CPV/Kg
Gross Profit
Gross margin (%)
Adjusted EBITDA
Adjusted EBITDA Margin
(%)
Net income (loss)
Net Margin - Total (%)
Consolidated
managerial
result 2023
Debt designated
as Hedge
Accounting
Hyperinflation
Turkey
Consolidated
Corporate
Result
Variation
4,854
54,197
11.2
(44,561)
(9.2)
9,636
17.8%
4,721
8.7%
(1,717)
(3.2%)
-
549
-
-
-
549
-
-
-
362
-
-
33
-
221
-
254
-
-
-
-211
-
4,854
53,615
11.0
(44,782)
(9.2)
8,834
-
1.1%
1.1%
(0.5%)
(0.5%)
9.1%
16.5%
1.3 p.p.
4,721
0.0%
8.8%
(0.1) p.p
(1,869)
(8.1)
(3.5%)
(0.3 p.p.)
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global presence
portfolio and brands
business model
BRF+
our operating context
business performance
Performance Summary (R$ million)
EBITDA (R$ million)
Volumes (Thousand, Tons)
Net Revenue
Average Price (R$/kg)
CPV
CPV/Kg
Gross Profit
Gross margin (%)
Net income (loss) - Ongoing Operations
Net Margin (%)
Net income (loss) - Total Corporate
Net Margin (%)
Adjusted Ebitda - Op. Ongoing Operations
Adjusted Ebitda Margin (%)
Corporate Ebitda
Corporate Ebitda Margin (%)
Cash Generation (Consumption)
Net Debt
Leverage (Net Debt/Adjusted EBITDA 12M)
(44,782)
(45,672)
2023
4,854
53,615
11.0
(9.2)
8,834
16.5
(1,869)
(3.5%)
(1,869)
(3.5%)
4,721
8.8%
4,061
7.6%
(1,105)
9,475
2.0x
2022
Var % y/y
4,751
53,805
11.3
(9.6)
8,133
15.1%
2.2%
Income Tax and Social Contribution
(0.4%)
Net Financials
(2.5%)
(2.0%)
(4.0%)
8.6%
1.4 p.p.
Depreciation and Amortization
EBITDA
EBITDA Margin (%)
Impacts of ‘Carne Fraca Operation’ and
‘Trapaça Operation’
(3,091)
(39.5%)
(5.7%)
2.3 p.p.
(3,142)
(40.5%)
Corporate restructuring
Impairment
Fair value of forests
Expenses with mergers and acquisitions
Hedge Accounting - debts
Effects of Hyperinflation
Result by Equity method
Adjusted EBITDA
Adjusted EBITDA Margin (%)
(5.8%)
4,111
7.6%
2,855
5.3%
(3,996)
14,598
3.5x
2.4 p.p.
14.8%
1.2 p.p.
42.2%
2.3 p.p.
(72.4%)
(35.1%)
43.5%
2023
(116)
2,821
3,225
4,061
7.6%
2
-
33
(188)
11
549
249
3
4,721
8.8%
2022
286
2,669
2,992
2,855
5.3%
589
45
0
(34)
0
445
211
(1)
4,111
7.7%
Var % y/y
(140.6%)
5.7%
7.8%
42.2%
2.3 p.p.
(99.6%)
n.m.
n.m.
454.8%
n.m.
23.3%
17.8%
(606.8%)
14.8%
1.1 p.p.
Indebtedness (R$ million)
National currency
Foreign currency
Gross indebtedness
Current
(930)
(1,489)
(2,420)
Non-
Current
(8,072)
(9,102)
2023
2022
∆ 2023 and
2022 (%)
(9,002)
(10,968)
(10,591)
(12,675)
(17,174)
(19,593)
(23,643)
(17.9%)
(16.4%)
(17.1%)
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Cash and investments*
Brazil Segment (R$ million)
National currency
Foreign currency
Total investments
Net Indebtedness
5,504
4,223
9,726
7,307
Current
Non-Current
2023
5,592
4,526
10,199
2022 ∆ 2023 and 2022 (%)
4,436
4,610
9,045
26.1%
(1.8%)
11.9%
89
304
392
Net Operating Revenue
Average price (R$/kg)
2023
26,859
12.05
26,997
11.87
2022
Var % y/y
CPV
(20,942)
(23,105)
(16,781)
(9,475)
(14,598)
(35.1%)
CPV/kg
* The cash considered is made up of: Cash and Cash Equivalents, Financial Applications and Restricted Cash.
Economic value distributed (R$ million)
Operating costs
Employee wages and benefits
Payments to capital providers
Payments to the government
Investments in communities
Total
global presence
portfolio and brands
business model
BRF+
our operating context
business performance
2021
(37,821)
(5,772)
(3,765)
(4,657)
0
2022
(44,734)
(6,117)
(4,170)
(5,916)
0
2023
(42,868)
(6,741)
(4,330)
(5,239)
(52,015)
(60,936)
(59,178)
CPV
(21,509)
(20,277)
Gross Profit
Gross margin (%)
Adjusted EBITDA
Adjusted EBITDA Margin (%)
(9.39)
5,917
22.0%
3,071
11.4%
(10.16)
3,893
14.4%
1,290
4.8%
International Segment (R$ million)
(0.5%)
1.5%
(9.4%)
(7.5%)
52.0%
7.6 p.p.
138.1%
6.7 p.p.
Net Operating Revenue
0
Average price (R$/kg)
CPV/kg
Gross Profit
Gross margin (%)
Adjusted EBITDA
Net Operating Revenue
Average price (R$/kg)
CPV
CPV/kg
Gross Profit
Gross margin (%)
Adjusted EBITDA
Adjusted EBITDA Margin (%)
2023
24,433
11.26
(9.91)
2,925
12.0%
1,073
4.4%
2023
2,905
6.38
(4.70)
765
26.3%
440
15.1%
2022
Var % y/y
24,391
12.46
(10.36)
0.2%
(9.6%)
6.1%
(4.3%)
4,114
(28.9%)
16.9%
(4.9) p.p.
2,348
9.6%
(54.3%)
(5.2) p.p.
2022
Var % y/y
2,704
5.20
(3.83)
716
7.4%
22.5%
7.6%
22.8%
6.8%
26.5%
(0.2) p.p.
513
(14.2%)
19.0%
(3.8) p.p.
(2,140)
(1,988)
GR1 201-1
Economic value generated (R$ million)
Net Operating Revenue
Retained amount* (R$ million)
2021
2022
2023
55,279
2021
3,264
Adjusted EBITDA Margin (%)
Other Segments (R$ million)
60,837
2022
60,536
2023
-99
1,356
Regarding our financial results, please refer to BRF's Financial
Statements for the fiscal year 2023 on the Investor Relations
website: https://ri.brf-global.com/
Direct economic value generated
minus Distributed economic value
Note: We adjusted the 2021
and 2022 values due to the
adjustment in the rational
of consolidation. GRI 2-24
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global presence
portfolio and brands
business model
BRF+
our operating context
business performance
commemorative
campaign: excellent
execution
case
more exports,
more access
to protein
With two main pillars of focus, kit sales and retail
sales, we have worked on a forward-looking strategy,
integrating agribusiness, industry, logistics and sales.
This strategy has consolidated our leading position in
this category.
Another highlight was consumer communication
through TV campaigns and innovation in Sadia's
packaging with QR Codes. Expanding activations and
exchanging points contributed to the purchase of
Turkeys, Chester®, and Sadia Supreme.
The increase in the volume of exports
was one of the highlights of 2023. Sales
volumes increased by 10.8% as a result
of the efficiency strategy, factory utilization,
and a greater number of sales destinations
(authorizations). We obtained 66 new authorizations
during the year, which allowed us flexibility to capture
the best market opportunities in a challenging year for the protein
sector. The markets where we made the most progress were Latin
America, Asia, and South Africa, as well as the United Kingdom,
where we resumed exports. Resuming exports from our plants in
Lajeado Minuano, Marau, and Lucas do Rio Verde to China also
deserves recognition. In 2023, we surpassed the mark of R$ 25 billion
in net revenue in the International Segment.
In the segment Food Ingredients, there was a decrease in sales
volume in 2023 due to the improvement in the yield indicator of the
BRF+ program, reducing the availability of products for this business
segment in favor of sales of the core portfolio, thus maximizing the
company's total sales revenue.
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integrated
report 2023
table of contents
about this report
message from the leadership
highlights
awards and recognitions
BRF: a food giant
2 we act with integrity
and simplicity
governance
ethics and compliance
risk management
simple, agile and efficient
management
safety as a commitment
quality is in everything we do
annexes
a
we act with integrity and simplicity
Material topics:
SDG:
Ethics, integrity and compliance,
Human rights and labor
relations
2
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governance
ethics and compliance
risk management
governance
GRI 2-9
Integrity is a non-negotiable commitment
for BRF. Together with Safety and Quality, it is
part of our daily lives. Integrity has ensured the
longevity of our business and we believe there is
always room to improve it in all aspects.
Establishing transparent governance structures
is part of this commitment. Strengthen our
ethics and compliance provisions every day too.
As well as maintaining our financial health in the
most diverse market contexts, with advanced
risk management.
Transparency and robustness are trademarks
of BRF's governance. Being listed on the Novo
Mercado of B3, the Brazilian stock exchange,
and the possession of Level III ADRs traded on
the New York Stock Exchange imply compliance
with capital market premises, as well as high
standards of integrity in decision-making.
At the end of 2022, we signed the Leniency
Agreement with the Federal Attorney General's
Office and the Federal Comptroller General's
Office, which ended a lengthy discussion of
facts related to the Carne Fraca and Trapaça
Operations. In the second quarter of 2023,
we accounted for the financial transactions
to fully settle the fine related to the Leniency
Agreement, and in November 2023, we
presented our first report on the Improvement
Plan of our Integrity Program.
New transactional controls were implemented.
We revised our risk matrix and developed new
training programs. Additionally, we improved
transparency in transactions with public entities
and reviewed policies and procedures of the
Compliance Board. By the end of the year, after
implementing improvements and consolidating
guidelines, we had 26 policies and procedures
on Compliance topics.
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governance
ethics and compliance
risk management
governance bodies
Board of Directors (BoD)
Members: 10 (6 independent)1
7
3
THOSE INVOLVED IN THE RECRUITMENT AND
SELECTION PROCESS MUST TREAT ALL CANDIDATES
FOR POSITIONS TRANSPARENTLY AND IMPARTIALLY,
WITHOUT ANY FORM OF DISCRIMINATION
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
Board shall also determine and oversee the
implementation of the sustainability strategy
and the implementation of related corporate
policies. Its members must safeguard and
protect the interests of shareholders, faithfully
respecting and meeting the interests of
employees, suppliers, customers, creditors,
and the community in which the Company
operates. We believe that the diversity of profiles
and experiences in the composition of senior
management bodies allows the Company
to benefit from a plurality of viewpoints and
arguments, consequently leading to a decision-
making process of higher quality and security
for all stakeholders. GRI 2-17
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. Currently, the role of chairman
of the Board of Directors is exercised by Mr.
Marcos Antonio Molina dos Santos. GRI 2-11
Profiles of the board members: We take into
consideration the Non-Discrimination Principles
in the recruitment and selection of members
of the Board of Directors, as outlined in the
Board Nomination Policy. Those involved in the
recruitment and selection process must treat
all candidates for positions, as mentioned, in a
transparent and impartial manner, without any
discrimination. All profiles within the established
capabilities for the position are considered, and
no form of discrimination will be allowed based
on gender, ethnic origin, religion, age, or physical
disability, among others.
According to the Board Members' Nomination
Policy, the requirements for nomination to the
position of Board Member include: alignment
and commitment to the core, principles,
commitments, and Transparency Manual of
BRF; strategic vision; willingness to defend their
viewpoint based on independent judgment;
communication skills; availability of time;
ability to work in a team; knowledge of best
corporate governance practices; ability to
interpret managerial, accounting, financial, and
non-financial reports; knowledge of corporate
legislation and regulations applicable to BRF's
business; knowledge of risk management; being
free from conflicts of interest (not manageable,
not occasional or situational, which is, or is
expected to be, permanent); being constantly
aware of BRF's affairs; ability to act proactively,
aiming to make informed and conscious
decisions; previous experience in companies
¹ The Members of the Board Augusto Marques da Cruz Filho, Deborah Stern Vieitas, Flávia Maria Bittencourt, Pedro de Camargo
Neto, Altamir Batista Mateus da Silva and Aldo Luiz Mendes are qualified as Independent Members.
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governance
ethics and compliance
risk management
of similar size or industry to BRF; previous
experience in a managerial or executive
position equivalent to the position for which
they are being nominated; and academic and
professional background suitable for performing
administrative or executive functions at BRF.
Currently, BRF's Board of Directors is composed
of directors with different experiences and skills.
The Company's Reference Form details the
competencies of each of Member, as per link:
https://ri.brf-global.com/. GRI 2-9
Nomination criteria: according to the Internal
Regulations of the Board of Directors, only
natural persons of Brazil who meet the
following requirements can be elected to the
Board: they must not be disqualified by special
law, or convicted of bankruptcy, prevarication,
bribery or corruption, extortion, embezzlement,
crimes against the economy, public trust,
or property, or any criminal penalty that
disqualifies, even temporarily. Additionally, they
cannot have been sentenced to suspension
or temporary disqualification imposed by the
Brazilian Securities and Exchange Commission
(CVM), which makes them ineligible for
positions in the administration of publicly
traded companies. Candidates for the Board
must have an unblemished reputation, cannot
hold a position in a company that could
be considered a competitor, and must not
have, nor represent, conflicting interests
with those of BRF. They also cannot be
involved in any case of incompatibility or
prohibition under the terms of general or
sectoral legal provisions of their profession.
The Board is elected and dismissed at the
General Meeting for two-year terms, with
nominations by shareholders or by the
management itself. The Company's Bylaws
stipulate that of the members of the Board
of Directors, a minimum of 2 or 20% must
be Independent Directors, appointed at the
General Meeting. GRI 2-10, 2-15
Assessment: members of the board and
of advisory committees undergo a formal
performance evaluation process annually. The
last evaluation cycle ended in the first quarter
of 2024, and the matter was on the agenda of
the BRF Board of Directors meeting held on
February 26, 2024. GRI 2-18
Executive Board
Members: 8 statutory members and
2 non-statutory members
10
Responsibilities: To comply with the strategic
business guidelines defined by the Board
through direct leadership in areas of
expertise, covering the Global CEO and VPs in
the areas of Finance and Investor Relations;
Agro and Quality; Industrial Operations and
Logistics; People, Sustainability, and Digital;
International Market and Planning; Commercial
Brazil; Institutional, Legal, and Compliance*;
Halal Market*; and Marketing and New Ventures.
Nomination criteria: unblemished reputation,
holding no positions with competitors,
recognized experience in business
administration and no conflicts of interest.
Additionally, they cannot be involved in any case
of incompatibility or prohibition under the terms
of general or sectoral legal provisions of their
profession, have been convicted of bankruptcy,
prevarication, bribery or corruption, extortion,
embezzlement, crimes against the economy,
public trust, or property, administrative
impropriety, or acts of corruption detrimental to
national or foreign public administration.
Assessment: the process for assessment of
the Executive Board is performed annually by
the Board of Directors. The last cycle ends on
February 20, 2024.
* Non-statutory member
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compensation practices
GRI 2-19, 2-20
The Company’s remuneration policy for
management members aims to create an
incentive plan adapted to the sustainable
directing of the business. It includes members
of the Board of Directors, of the Supervisory
Board and the statutory and non-statutory
directors. Shareholders’ short and long-term
strategic interests and best market practices
and corporate governance are considered.
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 recommendations on such, as well as
suggesting any possible modifications it feels
should be implemented in the remuneration
policy, for the consideration, decision
and approval of the Board of Directors.
The Company’s remuneration policy was
approved by the Board of Directors on
December 7, 2023, 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.
29
governance
ethics and compliance
risk management
Audit Committee
Members: 3 full members and 3 alternates
(all independent)
6
Responsibilities: To supervise the executive
management, based upon the legal requirements
and that contained in the Bylaws and Internal
Regulations. Its members are elected
by the Assembly.
Advisory Committees
Number of committees: 4
Responsibilities: To provide support and offer
specialist deliberative knowledge to support the
strategic business decisions taken by the Board
of Directors, involving both board members and
independent members.
Committees active in 2023: Finance and Risk
Management; People Governance, Organization
and Culture; Sustainability; and Audit and
Integrity.
See the qualifications, term of office and
experiences of our executives and members
on our website (https://ri.brf-global.com/
governanca-corporativa/diretoria-conselhos-
e-comites/).
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ethics and compliance
GRI 3-3 [Ethics, integrity and compliance],
GRI 3-3 [Human rights and labor relations]
governance
ethics and compliance
risk management
Ethics and integrity are essential to the way we
do business. This centrality is reflected in the
continuous improvement of the Company's
Integrity System, consisting of eight pillars
that guide from senior leadership members to
employees in our industrial plants.
Strengthening and continuously improving
BRF's Integrity System is one of the missions
of our Compliance department. We do
this through the review of our policies and
procedures - which, after the implementation
of improvements and consolidations, totaled 26
updated documents - as well as ensuring the
implementation of actions to prevent, detect,
and respond to any deviations in conduct.
Throughout 2023, compliance actions also had
a special focus on reducing potential losses, in
line with the principles of BRF+. Through specific
analyses and actions, we assisted the company
in reducing losses such as sales of products
nearing expiration, product discards due to
expiration, additional daily costs for product
delivery, product returns, among others.
Pillars of the
Integrity System
GRI 205-1
1. Global structure appropriate
to the level of risk
2. Global policies and procedures
3. Training, capacity building
and communication
4. Continuous analysis
of business partners
5. Digital controls
and agile monitoring appropriate
to business dynamics
v
6. Detection and implementation
of remedial measures
7. External engagement
and sharing
of best practices
8. Identification and mitigation
of compliance risks.
In 2023, OECD recognized BRF’s Integrity
Recipes as a good practice in training and
communication. The material simplifies
the language of the company’s policies and
procedures, facilitates direct communication
between leaders and subordinates and is
distributed in digital and printed versions.
Another engagement action was our
participation in the Hackathon against
Corruption, highlighted in a publication by the
United Nations.
For 2024, we intend to continue the
Improvement Plan of the Integrity Program
defined by the Office of the Attorney General
(AGU) and the Office of the Comptroller
General (CGU), as well as actively participate
in the Integrity & Compliance Task Force of
B20 Brazil. Another priority will be the activities
of the Collective Action of the Agribusiness, of
the United Nations Global Compact, with special
attention to the dissemination and engagement
in the training track launched on good
anticorruption practices in the Agribusiness.
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training and dissemination
Our main compliance risks continue to be
related to violations of the Transparency
Manual and/or other Compliance policies
and procedures, as well as potential lack
of knowledge of specific regulations and
turnover. For this reason, we invest in our
communications and training efforts.
During Integrity Week, several locations
held customized activities, with over 3,000
participants attending different webinars.
Activities such as the Compliance Challenge
were made available, with over 6,000
participants globally, and over 200 replays
of podcast series.
governance
ethics and compliance
risk management
Topics related to ethics, integrity, and
combating corruption and bribery are
the focus of training and communication
campaigns directed at employees and
governance bodies of the Company, including
100% of our Board of Directors and Fiscal
Council members, as well as members of
Advisory Committees, totaling 14 people.
GRI 205-2
In 2023, we ensured that 100% of our
employees received training on topics related
to the Transparency Manual. We trained over
15,645 employees in our series of online
training sessions and approximately 5,107
employees in specific integrity-related
topics, both in Brazil and abroad. All new
employees receive the Transparency Manual.
Business partners are also included in training
initiatives on BRF's Business Partner Code of
Conduct and communication about the policies
that make up the Integrity System, through
several channels. In 2023, we developed a new
digital training available to all our business
partners on the company's institutional
page https://www.brf-global.com/sobre/
etica-e-integridade/como-atuamos/ and
on communication platforms with our
business partners.
We registered
3,178 business
partners trained
in 2023.
Employees who were reported and trained
in anti-corruption policies and procedures,
by region1, 2 GRI 205-2
2023
Region
Africa
Asia
Europe
Employees
communicated
Employees
trained
Number
% Number
%
9
100%
9
100%
216
100%
216
100%
25
100%
25
100%
Through our participation in the Collective
Action of the Agribusiness Industry, promoted
by the United Nations Global Compact, we
supported the development of public material
on anti-corruption best practices to be adopted
by the Agribusiness Industry.
Latam
(except Brazil)
48
100%
48
100%
Brazil
83,443 100%
83,443
100%
Mena (including
Turkey)
6,364
100%
6,364
100%
¹ Only active employees on 12/31/2023 were considered.
² Employees who were on leave or had formal justifications within
the guidelines established by HR for registration in the system were
not considered
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integrity ambassadors
Throughout the year, the Integrity Ambassadors reached the mark of 313 volunteers.
All Ambassadors are trained, pass a knowledge test and are appointed by the Compliance
Board after appropriate training and profile assessments.
governance
ethics and compliance
risk management
In 2023,
100%
of the employees
were trained on
the topics covered
in the Compliance
Manual
+7,200
due diligences
(reputational analyses) on
business partners were
conducted, assessing
issues related to combating
corruption, human rights,
and environmental matters;
We reached the
milestone of
313
active Compliance
Ambassadors
(volunteer employees
who support and
promote the initiatives
of the department)
+15,600
employees
trained in online
courses
+3,100
business partners
attended our
training sessions.
+ 900
investigation cases
received through our
whistleblower channel.
About 30% were
deemed valid, resulting
in remedial action or
potential sanctions
against employees.
There were no confirmed cases of corruption in
2023 in Brazil and internationally. GRI 205-3 There
was also no record of lawsuit for anti-competitive
behavior, trust practices and monopoly. GRI 206-1
In 2023, we continued the process of continuous
improvement of our Integrity System, conducting
over 7,295 due diligences (reputational analyses)
of business partners, following international best
practices, evaluating not only issues related to
combating corruption, bribery, but also aspects
related to human rights, child labor or slavery-like
practices, and environmental matters.
In 2023, we had a total of four significant fines*
related to compliance with laws and regulations,
including those relevant to leniency agreements,
which together amounted to over R$ 500 million.
One of the fines, of R$544 thousand, regarded
the reimbursement charge to the Unified
Health System, made via administrative process
established by the National Agency for Health (ANS
- Brazilian public health care system). GRI 2-27
With investments in technology, a greater number
of cases can be categorized as misuse of company
resources and unauthorized sharing of information.
None of these investigations had a significant
impact on altering the company's financial
statements and were detected through our
predictive systems or via the transparency channel.
GRI 408-1, 409-1
* Note: BRF defines significant fines as being those in sums of
more than R$ 150,000.00.
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Operations assessed in terms of the risks relating to corruption
GRI 205-1
3
3
100
Total number
of operations
Number of operations
assessed in terms of the risks
relating to corruption.
Percentage of the operations
assessed for corruption-related
risks.
Significant risks related to corruption
identified by risk assessment.
According to the Risk Management Manual, BRF
conducts risk mapping processes periodically,
at least annually, in order to identify any
potential new risks.
governance
ethics and compliance
risk management
transparency channel
GRI 2-25, 2-26
Our Transparency Channel is available 24/7
for all stakeholders and provides support in
the primary languages of the regions where
we operate worldwide. It serves to record
suspicions and alerts regarding ethics and
integrity issues. For this purpose, we rely on a
specialized company and a process that allows
the whistleblower (employees or individuals
external to BRF) to contact us via telephone,
email, or website, ensuring anonymity if desired
by the whistleblower.
Once the complaint is registered, the relevant
departments are directly notified to investigate
each occurrence, ensuring the confidentiality
of information and full compliance with data
protection legislation.
The Compliance Board is responsible for
investigating reports received through
BRF's Transparency Channel, and decisions
are based on a process that ensures
anonymity and non-retaliation for reports
made responsibly, as well as thorough
investigation and decision-making consistent
with the evidence and severity of the
misconduct identified. In cases involving senior
management or the Compliance department,
the analysis of the cases is conducted by the
Audit and Integrity Committee or by the Board
of Directors, depending on each situation.
The responsible board monitors weekly
indicators on the effectiveness of the channel,
including the number of reports opened, closed,
and pending. The resolution times of complaints
on the channel are also monitored, as well as
any remedial actions and sanctions resulting
from investigations into the complaints.
In 2023, we recorded 916 closed investigation
cases, with approximately 30% of cases being
deemed valid, resulting in remedial action
and potentially sanctions against employees.
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governance
ethics and compliance
risk management
Complaints registered - Total
Fraud
Behavioral
Total
2021
685
2,471
3,156
2022
728
2,617
3,345
2023
869
2,962
3,831
Note: The total number of reports registered in 2022 has been corrected compared to the 2022
Integrated Report version. GRI 2-4
Complaints registered - Division by subject
GRI 406-1
Fraud involving clients
Robbery, theft or embezzlement
Fraud involving suppliers
Fraud from violation of Policies and Procedures
Preferential Treatment and Conflict of Interest
Improper sharing of Information
Harassment
Discrimination
Others
Total
2021
2022
2023
93
63
113
169
38
46
465
55
69
44
89
235
60
65
564
78
97
59
103
290
83
57
678
104
2,114
2,141
2,360
3,156
3,345
3,831
Note: The total number of reports registered in 2022 has been corrected compared to the 2022
Integrated Report version. GRI 2-4
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governance
ethics and compliance
risk management
Negotiations
GRI 406-1
Penalties
Warning
Dismissal
Suspension
Cases under investigation
2021
2022
2023
616
Cases closed - 2023
Behavioral
Fraud
Total
2021
317
198
111
8
2022
301
210
81
10
2023
406
241
128
37
2,038
1,542
Valid
1,232
280
1,512
Unfounded
2,609
636
3,245
Total
3,841
916
4,757
To learn more, access BRF's Transparency and Integrity Report
(https://www.brf-global.com/sobre/etica-e-integridade/como-atuamos/)
Transparency Channel contacts by market
South Africa:
080 098 0081
Saudi Arabia:
800 814 7002
Austria:
0800 281118
Brazil:
0800 450 0000
Qatar:
00800 100 879
Chile:
1230 020 6846
China: 10 800 713 1499 (N)
10 800 130 1430 (S)
United Arab Emirates:
800 0320778
Japan:
0800 222 2090
Kuwait:
965 2227 9505
Oman:
800 74471
Singapore:
800 492 2433
Turkey:
0800 621 0202
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governance
ethics and compliance
risk management
conflicts of interest
GRI 2-15
In addition to expressly addressing the topic
of Conflict of Interest in our Transparency
Manual, which 100% of employees are informed
about and trained on, we have Corporate
Policies on Conflict of Interest and Related
Party Transactions. These policies outline
the roles and responsibilities of key areas
for controlling the issue, as well as discuss
the main guidelines that must be followed by
all Company employees and their business
partners. GRI 205-2
The topic is also addressed in BRF's Business
Partner Code of Conduct, which requires
mandatory acceptance by our company's
partners. For this purpose, self-declaration
forms for Related Parties and specific forms
for recording conflicts of interest and
connections with Politically Exposed Persons
(PEPs) are available for each of the internal
and external audiences.
Key members of management must annually fill
out and update, as per SoX Controls, the Related
Party Declaration, providing information about
individuals and entities related to them and any
transactions between these individuals
and BRF. To avoid potential conflicts, before
hiring business partners and engaging
in potential mergers and acquisitions,
a reputational analysis of the entities
is conducted to ensure integrity in all
our relationships.
tax management
GRI 207-1, 207-2
We maintain a tax management characterized
by strong fiscal governance and in accordance
with the guidelines established for the area,
aligned with the directives of the responsible vice-
presidency, the Board of Directors, and advisory
committees.
The Tax Committee plays a role in deliberating
on relevant matters involving risks, tax
planning, participation in amnesty programs,
filing lawsuits in tax litigation, the impact of
new legislation, and other tax-related issues
that pose a risk to our image or may have
repercussions in civil and criminal spheres.
The Board of Directors acts as the highest
authority, requiring approval for tax-related
matters involving capitalization, establishment,
dissolution, spin-offs, mergers and acquisitions,
and incorporations of/with group companies
and corporate restructuring.
Our Tax Management Policy aims to provide
greater transparency to the market regarding
the approach we adopt in managing tax matters
sustainably and always prioritizing ethics,
transparency, and integrity.
We continuously seek recognition and
maintenance of anti-bribery certifications, in
line with best practices, to demonstrate and
emphasize to all stakeholders that we meet
technical requirements and have effective
policies, procedures, and controls to prevent,
avoid, and combat bribery practices, promoting
an ethical and healthy environment, in line with
our commitment to integrity and transparency.
We operate in compliance with all international
and local tax legislation. To ensure legal
compliance, we review our taxes quarterly
through independent auditors. Aware of
the impact taxes have on the economic
environment, we conduct our tax strategy
based on principles such as transparency
and integrity. The Tax Board analyzes and
manages the tax impacts of current and future
operations and commercial transactions based
on business logic and considering a long-term
sustainability perspective connected to various
business areas.
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governance
ethics and compliance
risk management
Tax risks can be identified through customer
inquiries or from BRF departments regarding
adopted procedures, project meetings
regarding new businesses, changes, expansions,
tax inquiries, and periodic reviews conducted
by the tax management team (application of tax
benefits). Reports of concerns and unethical
behavior reach the Compliance team through
the Transparency Channel – a confidential,
freely accessible channel not only for
company employees but also for third parties
and available in Portuguese, English, Spanish,
Turkish, French, and Arabic.
Processes are reviewed whenever any
operational procedure is found to be subject to
tax inquiries. The Compliance Management
is responsible for analyzing the process and
identifying any potential risks, proposing
improvements, and determining the
appropriate corrective actions.
The analytical role is carried out through the
evaluation of SOx and NOx controls by the Tax
Board, review by external auditors - who report
any identified risks through a report called the
Internal Controls Letter - and reports issued
by "big four" audit firms and law firms hired to
provide opinions on potential risks and the best
ways to mitigate them.
We benefit from ICMS subsidies granted by
state governments, namely: the Industrial and
Commercial Development Program of Mato
Grosso (Prodeic), the Development Program
of the State of Pernambuco (Prodepe), and the
Participation and Industrialization Promotion
Fund of the State of Goiás (Fomentar).
These incentives are directly linked to the
operation of production units, job creation,
and social and economic development. During
the reporting period, the subsidy amounts for
investment totaled R$ 349,000.
All amounts only refer to subsidies received in
Brazil, and there are no other forms of financial
support received. GRI 201-4
find out +
In our Policy
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governance
ethics and compliance
risk management
risk management
Our Corporate Risk Management Program
(CRMP) guides the actions of all areas of the
Company to identify, measure, and mitigate
potential damages. The risk governance
of BRF is organized into three lines, based
on the international standard ISO 31000,
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), as shown
in the following chart.
The Risk Management Program operates as a
continuous cycle, where signals for updating
or modifying factors and risk exposure can be
communicated by the risk owners to the board.
In the formal process, we share the Risk Map
with the Board of Directors at least once a year.
In 2023, we presented twice to the Finance and
Risk Management Committee, an advisory body
of the Board of Directors. The last meeting on
the subject was in September 2023.
1st line: Management
Comprised of Risk Owners (Vice Presidents and their direct
reports from their respective areas); Focal Points (employees
designated by the Risk Owners to be the point of contact for
the Risk Management Board in their team); and employees,
who participate in training activities and disseminate the risk
culture at BRF.
2nd line: Management
This consists of the Global Board of Risks, Internal
Controls, and Controllerships, responsible for establishing
methodologies, guidelines, and the risk management
process, as well as continuously monitoring the evolution
of risks. This second line reports to ComEx, the Advisory
Committees and the Board of Directors.
3rd line: Audit
This structure includes Global Board of Internal
Audit, which independently, impartially, and
timely evaluates the effectiveness of risk
management and governance processes.
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governance
ethics and compliance
risk management
In 2023, the Risk and Controls area took on the leadership
of the Operational Controllership area of the units, which
represented an increased focus on control. In practice,
this movement represents an advancement in the risk
management strategy, with execution much more supported
by the predictability of potential damages to the Company,
whether they are reputational, financial, or legal. For 2024,
the plan is to consolidate this culture of control from the
operational frontlines.
advancements in the
regionalization model of
blockages
In 2023, BRF focused its efforts on various
market monitoring initiatives and actions
related to avian influenza. Throughout the
year, no cases were recorded in commercial
poultry in the country, but cases in wild animals
sparked speculation. Our collaboration with
institutional and sector partners has advanced
the adherence of new countries to the
regionalization model of blockages, similar to
that of the United States. In case of confirmation
of avian influenza outbreaks in commercial
farms, exports are temporarily blocked only
from the State where the farm is located,
not from the entire country. The movement
represents a significant decrease in the impact
on BRF's business and also on the entire
Brazilian poultry segment.
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our main risks
Risks
Climate risk
TCFD-2.a, TCFD-2.b,
TCFD-3.a, TCFD-3.c,
SASB-FB-MP-440a.3,
GRI 2-25, 201-2
governance
ethics and compliance
risk management
Financial Capital
Description
We consider the potential effects of climate change on our operations and supply chain and recognize vulnerabilities
associated with natural resources and agricultural products essential to our activities. The main risks associated with the
topic are related to changes in temperature and rainfall patterns, including droughts and natural disasters, which can
affect agricultural productivity, animal welfare, and the availability of water and energy. These factors can adversely impact
our costs and operational results, including increasing the price of agricultural commodities. We can also be impacted by
climate change in programs or environmental/ESG certifications linked to reducing exposure to climate change. Other
relevant factors associated with the climate are our dependence on electricity in operations (exposure, therefore, to
fluctuations in energy costs or issues of interruption or supply crisis); and regulatory changes, such as carbon pricing or
taxation and changes in legislation for greenhouse gas emissions in Brazil and other markets where we operate.
Material topics and KPIS
Opportunities
How we manage
Climate change, water
and energy.
Our operations depend on the use
of energy sources. In this sense, we
started to invest in the construction of
self-producing parks of energy from
clean sources. In addition to ensuring
energy supply at our sites and mitigating
greenhouse gas emissions, these
investments bring economic opportunities
by providing more competitive production
values and potential cost savings over the
next 15 years.
We make public commitments to maximize our
contribution to combating climate change. In addition
to the commitment to be Net Zero by 2040, we have
goals related to energy consumption from clean
sources and reduction in water consumption. We have
significantly evolved in control measures to ensure the
traceability of grains from the Amazon and the Cerrado
in favor of a deforestation-free chain and low impact
on biodiversity, using geospatial technology and data
science with an investment of approximately R$ 618
thousand reais per year.
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governance
ethics and compliance
risk management
our main risks
Risks
Tax
Description
Changes in tax laws or their interpretation may increase our tax burden and, as a result,
adversely affect our results of operations and financial condition. In addition, disputes
regarding the offsetting of tax credits and the use of tax incentives may pose risks to
the Company's reputation.
Opportunities
How we manage
The main tax processes are
periodically reviewed by
the Internal Audit and by
independent auditors, in
order to safeguard the entry
into aggressive or evasive tax
policies that may generate
risks for the Company and its
stakeholders.
The tax strategies adopted by BRF consider the mitigation of risks to
corporate reputation, and transactions between group companies are
subject to the Related Party Policy and, therefore, to the transfer pricing
laws and regulations of each country or region where the related parties
are domiciled. We also have a Tax Management Policy that establishes
guidelines, roles and responsibilities related to tax compliance, a topic
that the management of direct taxes and indirect taxes assumes the
role of ensuring compliance with the legislation in force at the federal,
state and municipal levels; reducing risks and improving our internal
processes (learn more in our Related Party Transactions Policy and the
Tax Management Policy). Furthermore, we have a matrix of SOX and NOX
controls in the Tax Department, the purpose of which is to guarantee the
accuracy of the information. The strategic topics and initiatives connected
to taxation are evaluated by the Tax Committee whilst the Vice-President of
Legal and Compliance, Vice-President of Finance and the directors of the
department have the power of voting. If necessary, these issues are the
object of decisions taken by the committees and/or corporate bodies.
find out +
To learn more, see our
2023 reference form
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our main risks
Risk
Description
How we manage
Opportunities
Environmental
compliance and access
to hydro and energy
resources
Natural capital
The impact of water scarcity also occurs,
significantly, throughout our production chain,
especially with regard to grain irrigation for
animal feed production, animal watering or our
production processes.
We have adopted a series of guidelines for measuring the water
vulnerability of our plants, to monitor our consumption, to
rationalize water usage in our processes, for corrective actions,
and also for contingency plans when the risk materializes, as well
as prioritizing investments for water supply to our production
units, in order to increase the capillarity of our measurements and
for the reuse and reuse of this resource.
To evolve and enhance our water management,
maximizing water reuse and recycling, increasing
the granularity of our measurements, eliminating
waste, and seeking technologies to rationalize
water usage.
governance
ethics and compliance
risk management
Foreign exchange and
political-economic risks
Financial capital
The geopolitical challenges and uncertainties
arising from the conflict between Russia and
Ukraine may have a material adverse effect on
the global economy, logistics, prices of certain
materials and commodities, and our business.
The scenario of high interest rates and a still
devalued real – with the dollar closing the year
at around 4.85 reais – presents risks that may
negatively impact our competitiveness and
results generation, as many commodities we use
have their prices linked to the dollar.
We continuously monitor the contexts of the markets where we
are present through consulting, local monitoring, associations,
and other mechanisms. We manage a portion of our foreign
exchange rate risk through derivative instruments in foreign
currency and future cash flows from exports in US dollars and
other foreign currencies.
The opportunities involve strengthening business
intelligence tools and diversifying our global
operations to minimize exposure to specific
markets and risks.
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our main risks
Risk
Description
How we manage
Opportunities
Market trade barriers
and protections
Stricter trade barriers in key export markets
could adversely affect our operational results.
governance
ethics and compliance
risk management
Countries like Russia and South Africa have a history of raising
trade barriers to imports of food products. Developed countries
use direct and indirect subsidies to increase the competitiveness
of their producers in other markets. For example, the European
Union has adopted a quota system for certain poultry products
and prohibitive tariffs for other products to mitigate the effects
of lower production costs in Brazil on European producers – and
is evaluating new regulations. To overcome these challenges, we
monitor international movements and strive to ensure assertive
planning of supply, demand, and production, both in Brazil
and abroad.
We remain focused on the evolution of our
processes and on ensuring the trust of
authorities, as well as on plant certification
and active participation in trade agreements
beneficial to our business and the needs of
different markets. We monitor the markets in
which we operate through consulting, local
monitoring, associations, and other mechanisms,
while also reinforcing our processes for high-
value-added products.
Data protection
and cybersecurity
Financial capital
We are subject to risks associated with non-
compliance with applicable data protection laws,
which could negatively impact us through the
imposition of fines and other types of sanctions.
Violations, interruptions, or failures of our
information technology systems (including as a
result of cyber security attacks) can disrupt our
operations and negatively impact our business
and reputation.
We constantly work to maintain the security of our technological
environment and the protection of our assets. We adopt a
comprehensive approach that involves technologies, policies, and
contingencies. We regularly train our employees on information
security practices, engaging them in preserving cybersecurity and
the integrity of our data.
To meet the growing regulatory demands and ensure the
protection of the data we handle, we have developed a program
that includes measures for identifying and classifying personal
data, consent management, protection against data security
threats, and constant monitoring to ensure compliance with
regulatory requirements, such as the General Data Protection
Law (LGPD) in force in Brazil since 2020.
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our main risks
GRI 2-25
Risk
Description
How we manage
Opportunities
Health and technical
restrictions
Social and Natural
Capitals
Outbreaks or fears of an outbreaks of any exotic
diseases among animals can lead to order
cancellations by our customers and generate
negative publicity that may result in a decline in
consumer demand for our products. Outbreaks
of exotic animal diseases in Brazil may result
in foreign government measures to close
export markets.
On a global scale, the sanitary perspective still imposes risks of
embargoes. African swine fever in some countries in the Americas
carries the risk of market closures in the event of an outbreak in
Brazilian territory. In early 2023, the Americas region experienced
an increase in cases of avian influenza in countries such as
Canada, the United States, Mexico, Argentina, Uruguay, Colombia,
Chile, Venezuela, and Peru. Brazil remains free of the disease.
The quality and safety of food are non-negotiable
assets that integrate our strategy and the BRF
management system, permeating throughout
our value chain. We believe that the primary
strategy for prevention and control in sanitary
issues is applied and effective biosecurity across
all links of the chain.
governance
ethics and compliance
risk management
Food safety and quality
Social and natural
capitals
Health and food safety risks related to our
business and the food industry can adversely
affect our production and transportation
processes, as well as our ability to sell
our products.
The Quality Policy establishes our commitment to food quality
and safety, prioritizing compliance with legal requirements
and meeting the needs of customers and consumers. Our
corporate standards standardize quality across production
units. Additionally, through excellence programs such as SEO,
+ Excellence, and Ideal Store, we strengthen adherence to our
standards, promoting the handling of non-conformities for
continuous improvement of our quality system, reinforced
by internal and external audits.
Commodities and the
cyclical nature of the
business
Financial and natural
capitals
Our operating results are subject to the cyclical
nature and volatility affecting the prices of
commodities, poultry, and swine, which can
adversely impact our entire business.
Both in Brazil and abroad, the industry is characterized by cyclical
periods of higher prices and greater profitability, as well as
periods of lower prices and reduced profitability. Therefore, we
closely monitor industry movements and commodity volatility by
tracking grain stocks and the climate in producing regions. This
allows us to guide purchasing decisions and anticipate prices in
the commodity market.
We have opportunities to gain efficiency
and competitiveness through a strategy focused
on valuing the interdependence between parts
and the whole, as well as careful production
planning and meeting the demands of different
global markets.
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45
integrated
report 2023
table of contents
about this report
message from the leadership
highlights
awards and recognitions
BRF: a food giant
we act with integrity
and simplicity
3
simple, agile and efficient
management
sustainability
sustainability platform
supplier and supply chain
management
traceability and
socioenvironmental
monitoring
social responsibility
performance in rankings
and indexes
safety as a commitment
quality is in everything we do
annexes
simple, agile and efficient management
Material topics:
SDG:
Management, transparency and tracking
of the supply chain
Food safety
3
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46
sustainability
sustainability platform
supplier and supply chain
management
traceability and
socioenvironmental
monitoring
social responsibility
performance in rankings
and indexes
Seeking innovative solutions is how we
position ourselves in the face of challenges to
advance in our growth journey and contribute
to sustainable development. In this context,
technology and innovation are essential as they
contribute to increasing efficiency across all
links of the BRF chain.
We foster an environment conducive to
innovation, capable of adapting to market
changes and demands, always with a focus on
efficiency and results. Through the adoption
of innovative solutions that encompass the
use of advanced technologies such as artificial
intelligence, chatbots, Internet of Things (IoT),
machine learning, and advanced analytics,
we have made progress in various aspects.
With advancements in applications and
automation in Agribusiness, Industry, Logistics,
Brazil, Commodities, and International/
Halal sectors, we are generating increasingly
accurate data for better decision-making. The
digitalization of Human Resources processes
has also brought significant advances in
efficiency, engagement, and employee
satisfaction. Our chatbot ecosystem is already
responsible for over 200,000 interactions per
month, representing increased efficiency for
our employees, customers, and consumers.
For us, this transformation involves the
integration of people, technologies, and
processes, creating a substantial competitive
advantage. The willingness to adopt new
technologies dictates the success of our
journey. Therefore, structuring coordinated
work based on Change Management pillars
has been essential. With direct involvement
and implementation of structured Change
Management plans, our journey has facilitated
people's adaptation to new processes and
technologies while also promoting an agile
culture, driving greater resilience, adaptability,
and collaboration.
We also highlight the Digital Lab, a space
dedicated to innovation. This space promotes
co-creation, discovery sessions, and
identification of technological opportunities,
fostering an agile mindset to develop pilots
and strengthen collaboration between
departments. In 2023, we made significant
progress with over 20 discovery sessions and
48 experiments, where 33 of them are directly
related to the BRF+ pillars and 15 focused on
People, always exploring disruptive technologies
such as computer vision, artificial intelligence,
Internet of Things (IoT), and immersive reality.
This integration between our initiatives, coupled
with the human factor in transformations,
demonstrates our ongoing commitment to
innovation and excellence in all aspects of our
digital transformation journey.
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digital journey
Agro
Industry
Logistics
Commercial
AgroBRF App
• +9 thousand
integrated producers
connected (Brazil
and Turkey)
NextBRF App
• 100% of
extension agents
connected (Brazil
and Turkey)
Mobility of
maintenance
• 2,400 users in the industrial
maintenance area benefited
• 40 maintenance items selected for
improvement
• Sensing, System Vision and Weighing
of Poultry DVZ
• Efficiency and Yield of a line
• Poultry slaughter DVZ
• Sprinkling Carcasses
• Yield of Swine in the carcass cooling
chamber (UBE, LRV, TOL)
Roadnet evolution
• 1,800 routes routed per day
• 35,000 routes routed per month
BRF Central
• +14 thousand customers
• 6,623 services in 2023
Onelog Project
• 2,800 vehicles monitored/
day in distribution
• 2,000 vehicles monitored/
day in primary
Tina 2.0
• 95% adherence of the
commercial team
• 5% increase in sales,
• + 100,000 accesses to
the App
Farm sensing
• 102 farms
• 53 integrated
producers
• MotorScan WEG Sensors
• Vibration Sensing of Industrial Motors
• +1,000 Equipment
Commodities 4.0
• Predictive model for
purchase of grains, based
in market intelligence
• Telemetry Forestry Machines
• Productivity, efficiency and
digitization of tree cutting
TMS Project
(Transportation
Management System)
• 50 units
• 300 carriers
• 2,500 vehicles
• 20 areas
Sales Revamp
Journey (Halal)
• 88% of automatically
reconciled receivables
• saving 528 thousand units of
carbon paper
Point-of-sale (POS)
opportunity
• about 100,000 employees
added to the POS monitoring
network
sustainability
sustainability platform
supplier and supply chain
management
traceability and
socioenvironmental
monitoring
social responsibility
performance in rankings
and indexes
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sustainability
sustainability platform
supplier and supply chain
management
traceability and
socioenvironmental
monitoring
social responsibility
performance in rankings
and indexes
agro
In our Agro 4.0 Journey, the AgroBRF
applications have evolved and
connect approximately 9,000
integrated producers in Brazil and
Turkey, allowing connected producers
to trade their grains directly with
BRF. They also generate real-time
information about batch productivity,
feed dispatch, animal housing, and
collection for slaughter, as well as
information on integrated producers'
remuneration. The connection with
our planning chain promotes greater
accuracy in the batch cycle and
strengthens our ESG strategy, which
aims to generate shared income with
the ecosystem.
The NextBRF connects 100% of the
extensionists (Brazil and Turkey),
reducing time in routine operational
activities, simplifying processes
allowing greater interaction with
integrated lots information, and
facilitating the diagnosis of possible
losses in the production process.
case
smart data usage drives productivity
and sustainability in the field
We are expanding the use of technologies
such as Internet of Things (IoT), Artificial
Intelligence, Machine Learning, and Advanced
Analytics in the field. In 2023, two solutions
stood out: the first one is Farm Sensing (IoT),
in which smart sensors and automatic scales
monitor the real-time weight of animals,
water and feed consumption levels, as
well as environmental information such
as temperature, humidity, and CO2, with a
positive impact on animal welfare.
Implemented in the units of Videira and
Francisco Beltrão, the solution involves 53
producers and 102 farms, providing direct
benefits to integrated producers and
extensionists through the AgroBRF and
NextBRF applications. These platforms
facilitate access to sensor data, allowing efficient
monitoring and providing personalized guidance
to promote resource efficiency.
As part of the solution, Predictive Models are
focused on accuracy in chicken weight across
all units. They use technologies such as IoT,
Artificial Intelligence, Machine Learning, and
algorithms, considering variables such as feed
quality, weather conditions, environment, and
health issues.
Technological management covers everything
from data collection to processing, involving
automatic integrations through devices,
ensuring quality and high reliability in the
information. With this accuracy, it is possible
to identify the ideal time to remove animals
from the field to the slaughterhouse, within
weight ranges that meet market and customer
demands, generating a competitive advantage
for the Company. This more proactive strategy
in field performance and poultry production
provides significant benefits and results such as:
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sustainability
sustainability platform
supplier and supply chain
management
traceability and
socioenvironmental
monitoring
social responsibility
performance in rankings
and indexes
• Automation and real-time
monitoring of poultry;
• Optimization of the extensionist's
routine and support for productive
management;
• Reduction of manual work for rural
producers;
• Autonomy for producers to manage
and utilize the collected data,
enabling strategic and data-driven
decision-making;
• Construction of a predictive base for
correcting performance deviation
scenarios (use of AI);
• Accuracy of average poultry weight,
aiming for cost efficiency and
improved profitability;
• Animal welfare;
The combination of advanced sensing
and data analysis stands out as a significant
step in BRF's digital transformation, driving
operational efficiency, sustainability, and
quality in chicken production.
commodities
Tracking the grain chain is a priority in our Net
Zero Commitment, and the Commodities 4.0
Journey contributes to achieving it. In 2023, the
journey recorded advancements in traceability,
digitalization, process optimization, advanced
analytics, and geospatial monitoring. Among
the highlights that directly impacted key
business indicators (such as direct purchase
from producers, alternative corn consumption
volume, and ESG traceability of direct
and indirect suppliers) are:
The evolution of the Grain App to encompass
the entire commodities chain, enabling the
digitization of commercial management
through an integrated platform and enhanced
functionalities. This allowed for enhancing the
performance of the field team, facilitating crop
monitoring, visit logging, supplier ranking,
and grain negotiation.
The territorial intelligence and geoanalytics
platform contributed to driving direct grain
purchases from farmers and the purchase of
alternative corn. With satellite mapping, big
data, and artificial intelligence, the platform
allows for advanced analyses and timely insights
that assist in identifying potential opportunities
within BRF's areas of interest, streamlining
and enhancing the acquisition process.
We made significant advancements in
traceability and monitoring of grains.
We achieved 85% traceability and socio-
environmental monitoring of direct and indirect
suppliers in the Amazon and Cerrado biomes.
This was possible due to the implementation
of geospatial monitoring technologies, artificial
intelligence, and our robust Smart Center,
an AI-based data intelligence hub.
Halal market
and Sales Revamp
Technologies have brought more efficiency to
the time of sales representatives in the Halal
market. Payments started to be processed
rapidly with credit cards, payment links, and
digitized checks, with the data integrated into
our financial system, automatically reconciling
88% of receivables. Automatic printed receipts
were implemented, reducing the use of carbon
paper forms by 528 thousand units. The
solution simplifies the sales routine, such as
the suggested order feature that increases
BRF's revenue and expands the portfolio of
value-added products. The MSL (Must Sell List)
functionality contributes to a healthy stock level
by facilitating FIFO sales and focusing on the
month's goals.
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sustainability
sustainability platform
supplier and supply chain
management
traceability and
socioenvironmental
monitoring
social responsibility
performance in rankings
and indexes
industry
We work on efficiently automating the
management of maintenance routines and
equipment inspection for 2,400 users in the
industrial maintenance area. The goal is to
reduce downtime on production lines and
increase manufacturing yield. As part of the
project evolution, we are implementing a new
workflow for the lubrication area. Additionally,
around 40 items have been selected to
enhance the user experience, simplifying and
speeding up tasks through the introduction of
new features and adjustments to existing flows.
We also advanced with several initiatives to
improve our processes. In Dois Vizinhos, we
implemented a vision system powered by
artificial intelligence to assess the quality of
poultry carcasses during the slaughter process.
Additionally, we introduced sensing on the
production lines to enhance the efficiency and
yield of the slaughter process.
In Toledo, we launched a Production Control
System that provides real-time visualization
of automatic data, allowing for continuous
analysis and improvement of production.
This system includes visual management
of indicators such as Capacity, Downtime,
and Efficiency (OEE), automatic detection
of stops and pace variations, as well as
automatic production counting.
In all our plants, we implemented technology
that allows sensing of vibration from industrial
motors, enabling better management and
compliance with BRF's safety standards.
We optimized forest cutting with sensing
and telemetry as part of the Forestry Project,
aiming to manage forest harvesting. This
initiative involves equipment monitoring,
digitization, and automation of the process,
integrating it into the Forestry Management
system, resulting in significant gains
in efficiency and productivity.
logistics
Another important digital transformation
front is the Logistics Acceleration Journey,
which throughout 2023 underwent a series of
evolutions in digital platforms and processes,
focusing on automation and logistical
efficiency, resulting in positive impacts on key
business indicators such as OTIF, Fill Rate,
Downtime, Occupancy, Returns, Freight Cost,
and Service Level.
Highlights include the evolution of Roadnet
and the Transportation Management System
(TMS) and Onelog projects. In the first one,
the logistics routing platform was migrated
to a new, more advanced and robust cloud-
based version with new features to enhance
distribution route planning. It automatically
updates maps, provides precise locations of
stops, and calculates key logistics performance
indicators. With the routing of 1,800 routes per
day and a total of 35,000 routes per month, the
initiative increases fleet productivity, reduces
returns and logistics costs, improves service
levels, and reduces manual interventions.
The TMS, in turn, aims to enhance and
consolidate primary logistics operations,
offering resources for transport management
including planning, optimization, and
allocation of loads, as well as fleet control.
Its impacts on optimizing freight costs and
improving service levels will benefit over 50
units, 300 carriers, 2,500 vehicles, and 20
involved areas. The cloud platform allows
scalability, enabling continuous evolution,
with the integration of machine learning for
resource allocation efficiency and algorithms
for scenario simulations.
table of contentshighlightsmessage from the leadershipsimple, agile and efficient managementsafety as a commitmentquality is in everything we doannexesawards and recognitions3about this reportBRF: a food giantintegrated report2023we act with integrity and simplicity Finally, Onelog is the digital platform for
integrated monitoring of primary logistics and
distribution operations, covering 2,000 vehicles
in distribution and 2,500 vehicles in primary
logistics monitored daily. Agility in decision-
making with predictive actions is enabled
through vehicle monitoring, communication
with drivers via app and chatbot, and real-time
dashboard availability about the operation.
The solution continues to evolve, constantly
monitoring the logistics fleet to increase
efficiency, minimizing the number of returns.
51
sustainability
sustainability platform
supplier and supply chain
management
traceability and
socioenvironmental
monitoring
social responsibility
performance in rankings
and indexes
BRF Central
B2B digital channel that connects over 14,000
customers and employing promotional dynamics
and pricing strategies to deliver better margins.
For 2024, the channel will continue to
evolve, implementing new technologies and
enhancing the experience and relationship with
customers, further boosting engagement and
digital interaction.
Tina 2.0, our field sales virtual assistant, is a
tool that provides daily personalized support to
promoters, sales representatives, supervisors,
and managers. The utilization by 95% of users
resulted in a 5% increase in sales. Highlighted
features include the variable income simulator,
leadership view, and invoice generation.
Point of Sale (POS) opportunity uses the
virtual assistant Flor from RH for employees
to report out-of-stock situations at the point
of sale, enhancing interaction with the sales
team. The expansion in 2023, following the
evaluation of results and feedback from the
pilot, demonstrates the ongoing commitment
to improving the experience of employees
and customers.
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sustainability
sustainability platform
supplier and supply chain
management
traceability and
socioenvironmental
monitoring
social responsibility
performance in rankings
and indexes
employee journey
With emphasis on the Employee Digital
Journey, we added improvements and
new features to our people management
systems, resulting in a significant reduction
of approximately 20,000 annual hours in
operational activities.
The significant uptake of the People Portal
(Self-service, requests, and queries for
personal data, benefits, payments, vacations,
bank hours, performance), with over 12
million accesses, demonstrates the success
of our digital strategy. The Talent Website
(Candidates and Jobs Portal) received over
6.5 million visits, reflecting the importance of
our platforms in promoting interaction and
professional development.
We use cognitive chatbot intelligence for
employee assistance, IoT (Internet of Things)
application for identifying movements in
thermal environments, and OCR (Optical
Character Recognition) for automating data
filling and validation. Our goal is to advance
in chatbot development, enhancing cognitive
intelligence to include generative and audio
capabilities. We also aim to leverage AI for
personalized training recommendations
and development opportunities based on
individual preferences.
These initiatives not only streamline our
processes but also provide a more efficient
and transparent experience for our
employees, ensuring they are integrated
and engaged in a digital, modern, and
innovative work environment. We are
committed to continuous evolution, using
technology as a catalyst for a sustainable
and successful future.
Operational Efficiency: the reduction of steps
and processes and the implementation of new
functionalities have resulted in increased agility in
hiring for operational positions, now less than 14
days. Automation through OCR (Optical Character
Recognition) simplified the filling and validation of
registration information during admissions.
Evaluation Cycles: we have reached a 100%
coverage in the Evaluation Cycles, demonstrating our
commitment to the continuous development of our
employees. Technology has been the fundamental ally
in this process, providing a comprehensive and efficient
approach to performance management.
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sustainability
sustainability platform
supplier and supply chain
management
traceability and
socioenvironmental
monitoring
social responsibility
performance in rankings
and indexes
Data Driven journey
During 2023, our progress in the use of Artificial
Intelligence and data resulted in more precise
decisions, strategically aligned with the company's
objectives. We strengthened our Data Governance
with the implementation of actions focused on
updating the Data Catalog, as well as the adoption
of Data Quality Tools.
We invested in training, offering tracks in the Digital
Academy, such as Self BI, and promoting workshops
for the teams. Additionally, we implemented Visual
Management Dashboards and made indicators
available directly on mobile devices such as
smartphones and tablets, equipped with smart alerts,
ensuring that relevant information is accessible
when needed, empowering our teams for agile
and informed decision-making.
Our Advanced Analytics Center of Excellence (CoE)
plays a fundamental role in advancing the use of
artificial intelligence, leading the implementation of
over 15 initiatives, with highlights including Commodity
Price Prediction, Accuracy of Poultry Slaughter Weight,
Intelligent Recruitment, Logistics Fleet Optimizer,
Accident Prevention (Health and Safety), among
others. These initiatives have contributed to bringing
agility and precision to decision-making, benefiting
the entire production chain of the company.
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Artificial Intelligence and Data Science: 15 projects in 2023
Commodities 4.0
Predictive Control Center
(Corn Model Evolution)
The model makes predictions for
the future price of corn, taking
into account historical data and
insights from the BRF team to
analyze patterns and trends,
allowing for projecting price
variations based on different
economic scenarios.
Agro 4.0
Accuracy of
chicken weight
The predictive model anticipates
the forecast of the average
slaughter weight of chickens,
per unit. Its goal is to achieve
accuracy by ensuring that the
weight ranges are as close
as possible to the market's
demand, optimizing the
production process, and
providing more efficient
management.
Logistics and Supply
OTM Giro Fleet
Simulator model for
optimization and hiring
of Primary Logistics fleet,
considering internal and
external factors, supporting
decision-making to reduce fleet
hiring costs.
Primary Logistics
Accident Prevention
The solution is based on
telemetry for accident
prevention in transportation,
using data collected through
devices installed in vehicles to
identify risky behaviors that
could lead to accidents.
People
Accident Prediction
(Health, Occupational Safety)
The model predicts the risk of accidents in
units, using historical information and relevant
factors to identify risk situations that may lead
to accidents in the manufacturing facilities.
This allows implementing specific preventive
measures to reduce the incidence of accidents.
Smart Recruitment
Collects and analyzes information from
candidates, such as resumes, experiences,
and skills, to create a ranking that identifies
the most suitable candidates for the position.
Absenteeism Forecast
(Francisco Beltrão)
Identification of patterns of absences and
missing shifts by employees. Historical
absenteeism information, individual
employee data such as absence history,
health profile, among others, will be
analyzed.
sustainability
sustainability platform
supplier and supply chain
management
traceability and
socioenvironmental
monitoring
social responsibility
performance in rankings
and indexes
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sustainability
sustainability platform
supplier and supply chain
management
traceability and
socioenvironmental
monitoring
social responsibility
performance in rankings
and indexes
the chatbot journey
We started the Center of Excellence and the
Chatbots Journey in 2019, aiming to modernize
and optimize our internal support. We
established a Center of Excellence responsible
for setting standards and ensuring the quality
of developments, and today our chatbots handle
over 200,000 interactions per month.
The chatbots have played a crucial role in the
company's strategy for agility and efficiency,
leveraging the benefits of intelligent
automation, as well as simplifying the routine
for our employees, clients, and consumers.
AI-based solutions integrate with our systems,
learn from interactions, and provide relevant
recommendations, promoting scalability
and innovation.
In 2023, we expanded the use of virtual assistants in three important fronts:
Flor from RH
now allows our employees
to report product shortages
at points of sale via
WhatsApp, expanding our
sales force and engaging
approximately 100,000
employees.
We launched
Theo,
a recruitment
chatbot,
to improve the efficiency
of the hiring process.
Another novelty was
Cristovão,
a logistics chatbot
that enhances operational efficiency. It
enables actions such as vehicle unlocking,
travel authorization, and trunk lock release,
ensuring precision, agility, and greater
safety in operations. Moreover, it automates
trip evaluations and pre-ticket issuance via
WhatsApp, simplifying processes, reducing
costs, and enhancing driver management.
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chatbots ecosystem
(Data from 2023)
Sam from
Supplies
25,880
services
Cristovão
from Logistics
+8.8
thousand
services
Theo from
Recruitment
+ 1,100
services
Flor from RH
1.7 million
services
Sadi.a
(recipes)
235,900
services*
Sophia
from Customer
Service
76,400
services
EVA from IT
44,988
services
Tina from
Commercial
32,150
services
BRF Central
with
1,462
services in
2023 is responsible for
7%
of sales to the
domestic market
Analytics ITC
230services
Aira from CSC
19,520
services
*Total number of interactions at launch,
from 11/06/2023 to 02/25/2024.
sustainability
sustainability platform
supplier and supply chain
management
traceability and
socioenvironmental
monitoring
social responsibility
performance in rankings
and indexes
main goals
for 2024
Maintain stability in technology operations with
availability and performance on digital platforms.
Maintain the security of technological
environments, mitigating cyber risks for stronger
protection. Support the initiatives of the BRF+ 2.0
efficiency program.
Expand the use of Artificial Intelligence (AI) across
various areas of the company to improve efficiency
and decision-making;
Expand process automation.
Scale the Data-Driven Journey, leveraging data
increasingly as a competitive advantage.
Advance Change Management within
the Company, combining the Human Factor
with Digital Transformations.
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sustainability
GRI 2-22, 2-23, 2-24, 2-25
The scope and size of our business bring great responsibilities for sustainability throughout the supply chain.
We see this as an opportunity to generate positive impacts far beyond our operations.
sustainability governance
sustainability
sustainability platform
supplier and supply chain
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The management of our sustainability is
implemented by all areas, with the support of
the Vice Presidency of People, Sustainability,
and Digital, and monitored by two strategic
committees.
The Board of Directors delegates its monitoring
and evaluation functions of the impacts through
advisory committees. At the management level,
there are dedicated cores focused on topics
such as the environment, animal welfare, social
responsibility, and institutional relations and
reputation, with specific treatment for each axis.
Based on the scope of the issue, critical matters
are brought to the attention and deliberation of
the Board of Directors. GRI 2-12, 2-13, 2-16
Sustainability Executive Committee
Six vice presidents from areas more directly
related to the topic accompany and discuss,
along with a specialized consultant, the progress
in the sustainability strategy in the Company.
Active throughout the year, the group promotes
quarterly meetings.
Sustainability Committee
of the Board of Directors
Composed of three members external to the
Company, that meet on a quarterly basis, it
evaluates the progress of the EESG strategy,
including climate change, and public commitments
of the Sustainability Platform, in addition to
resolving on critical issues with the Board of
Directors. Pedro Camargo, committee leader,
has extensive experience in the agribusiness
sector, having already held leadership positions
in relevant institutions in the country that deal
with environmental issues and are a reference in
decision-making on topics such as deforestation
and climate change. With knowledge of the sector
and specific issues, supports BRF in fulfilling its
commitments, leads the debates on the subject
in the Sustainability Committee and guides the
response to risks, opportunities and impacts.
GRI 2-17, TCFD 1.a, TCFD 1.b
find out +
Know the qualifications, terms of office
and experiences of our advisors sustainability
on our website.
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stakeholder engagement
GRI 2-29
Issues related to sustainability, safety, and
the environment (SSMA, in portuguese)
are considered in our relationship with all
stakeholders in our operations, including
processes involving the transportation of
people and goods, and are integrated into the
SSMA Management System for Transportation
and Distribution.
In order to report on environmental impacts and
results on an ongoing basis to the public, our
performance in the main environmental, social
and governance parameters are communicated
through the Integrated Report, results reports
and regular communications to the market.
In addition, our various departments maintain
frequent and open relationships with key
stakeholders, aiming to establish efficient
communication and active listening.
Public
How do we engage?
Key impacts and concerns
Employees
Internal communication vehicles
and leadership
Attraction and retaining of employees, their health
and well-being, ethics, integrity and compliance
Integrated
producers
Extensionists and environmental
analysts
Innovation and technology, transparency, health
and safety
Suppliers
Supply and Compliance Areas,
contract managers
Product quality and safety, support for small supplier
engagement, ethics, integrity and compliance
Capital providers
Investitor Relations and
Sustainability Areas
Food safety, supply chain tracking, human rights
and labor relations
Consumers
Website and social media,
Customer Service (SAC)
Transparency, informative labels, product quality
and safety, food healthiness
NGOs (third
sector), press
and sectoral
associations
Website and social media, Press
and Institutional Relations area,
BRF Institute
Climate change, food safety, relationship and value
sharing with communities, tracking of the supply chain,
quality and product safety
Clients
Commercial areas, BRF Central
Transparency, informative labels, quality and product
safety, food healthiness
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participation in associations
GRI 2-28
As a global company, we also strive to contribute to sustainable development and to improve our
practices, as well as those of our sector, through network collaboration. We establish partnerships
with voluntary initiatives, associations, and sectoral entities.
Universities and Animal
Welfare NGOs: BRF works in
partnership with international
animal protection NGOs
and universities leading
studies on the issue to make
improvements to animal
welfare in the production
chain
sustainability
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Global Compact (Network Brazil):
We have been signatories since
2007 and members of the Steering
Committee of the UN Global Compact
Network Brazil since 2019. We
are also part of the Climate Action
Platform of the UN Global Compact
Network Brazil and Empresa Limpa
(Clean Company)
Sustainable
Development
Goals (SDGs): We
align our Strategic
Plan with the
targets of the SDGs
The Global Reporting
Initiative (GRI) and the
International Integrated
Reporting Council (IIRC):
reporting directives
National Pact for the
Eradication of Slave
Labor (InPacto): An
initiative mobilizing
companies to combat slave
labor in supply chains
Coalition Brazil Climate,
Forests, and Agriculture: The
initiative works on the protection,
conservation, and sustainable use
of forests as a Brazilian potential
for mitigating climate change
Group of Institutes,
Foundations and
Companies (GIFE): the BRF
Institute has been associated
with the GIFE since 2012
MOVER: BRF is
a member of the
Movement for Racial
Equality (MOVER)
Round Table on
Responsible Soy (RTRS): In
2021, BRF joined the Round
Table on Responsible Soy
Science Based
Targets initiative
(SBTi): BRF adheres
to the SBTi initiative
GHG Protocol Brazilian
Program: the Public Registry
of Emissions is used as a tool
for the annual publication of
the global inventory of GHG
emissions, being audited by
an independent entity
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Climate Change, Water
Security and Forest (CDP): this
movement mobilizes investors,
companies and governments
to strengthen the collaborative
actions related to combating
climate change
Latimpacto: Since 2022, the
Institute has been part of Latimpacto,
a Latin American network that
mobilizes social capital providers to
ensure more effective implementation
of financial and non-financial
resources, thus generating positive,
sustainable, and long-term social and
environmental impact
Recycle for Brazil: BRF joined
this platform in 2019, working
to encourage reverse logistics
actions together with other
Brazilian companies
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Companies with Refugees:
we have adhered to the UN’s
Companies with Refugees
Forum since 2022
ISE: this index was
created as a tool for the
comparative analysis
of the sustainable
performance of companies
listed on the B3
ICO2: Since 2009, the
Company has been included
in the Carbon Efficient
Index (ICO2), developed by
BM&FBovespa, in partnership
with the BNDES
Round Table on
Sustainable Palm Oil
(RSPO): BRF became a
member in 2020
Business Pact for Integrity
and against Corruption:
this initiative brings together
companies engaged in
striving for a more ethical and
upstanding market
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)
CBVE – Brazilian Council of
Corporate Volunteering: a network
of companies, institutes, foundations,
and confederations that work directly
with Corporate Volunteering as a
space for innovation, sharing, and
creating experiences. Since 2022,
the BRF Institute has been part of
the Management Committee of the
CBVE and is one of the Organization's
spokespeople
UN Global Compact
Agribusiness Anti-
Corruption Collective
Action: Founding
member of the collective
action in 2022, promoting
good integrity practices in
the agribusiness sector
UN Global Compact
INNOVA 2030: Supporting
company since 2021 of the
initiative to develop young
innovators in SDGs
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materiality
GRI 2-29, 3-1
Our materiality, that is, the list of topics considered priorities for BRF’s sustainability, was
updated in 2022, aligned with the concept of double materiality, which encompasses both the
implications and risks for our business (financial materiality) and our impacts on nature, society,
and the economy.
The process of determining our materiality involved four stages:
Analysis of contexts and identification: through
the analysis of sectoral documents, studies,
publications, and internal corporate policies.
service providers, employees, integrators,
NGOs, the press, and sector associations.
Consultation and prioritization: Representatives
from our main stakeholders were consulted
to gather their perspectives on socio-
environmental and financial impact, as well as
the relevance of the themes for each audience.
There were three groups. The first one focused
on the analysis of financial materiality, with
nine interviews with BRF leadership, five with
investors and financial institutions, and 23
participations in the online survey. The second,
focused on socio-environmental topics, involved
six interviews with external experts and 77
participations of internal and external experts
in the online survey. The third, focused on
relevance perception, consisted of collecting
over 3,000 responses through a digital survey
of stakeholders such as customers, suppliers,
Definition of themes, analysis, and weighting:
Considering inputs from the previous
stages, we mapped the main financial,
environmental, social, and governance
topics, taking into account impact and
relevance. The survey results were
weighted according to the mapping of our
stakeholders and represented in a graph
to highlight the relevance, criticality, and
magnitude of each topic in terms of financial
and socio-environmental impacts.
Validation: The final list of priority topics,
totaling nine subjects, underwent a validation
process by the Sustainability Executive
Committee, the Executive Committee, and
the Sustainability Committee of the Board
of Directors.
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material topics
GRI 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- 250.3,
SASB FB-MP-250A.4
2.1, 2.2 and 2.4; 12.3; 16.6
and 16.10a
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supplier and supply chain
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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
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
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Topic
Perspective and approach
Related indicators
Related SDGs
Health, wellbeing
and safety
This involves guaranteeing the wellbeing 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
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
GRI 204-1, 301-1, 301-3, 308-1, 308-2, 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
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 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
* The topics 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
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sustainability platform
Our Sustainability Platform, based on six strategic pillars,
presents commitments made to our stakeholders.
2
Climate change
• Sustainable Grain Purchases
• Renewable Energy
• Low-carbon Agribusiness
• Operational Efficiency
find out +
about Climate
change on
page 127.
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4
Natural resources
• Eco-efficiency of natural
resources (water and energy)
• Energy from clean and
renewable sources
find out +
about Natural
Resources on
page 121.
6
Circular Economy and
Waste Management
• Reverse Logistics
• BRF Ingredients
• Recyclable Packaging
find out +
about Circular
Economy and Waste
Management on
page 137.
1
Supply Chain
Management
• Monitoring and Supply Chain Program
• Sustainable Innovation
• Traceability and Control of Origin
find out +
about Supply
Chain
Management
on page 68.
3
Animal welfare
• Global Animal Welfare Program
implemented throughout the
BRF's value chain
• 11 public commitments
dedicated to Animal Welfare
agenda
find out +
about Animal
Welfare on
page 113.
5
Social Responsibility
• Diversity and Inclusion
• Community
• BRF Institute (IBRF)
find out +
about Social
Responsibility on
page 80.
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commitments & results
GRI 2-23, 2-24, 303-5, FP10
The commitments of our Sustainability Plan translate metrics, indicators
and objective goals associated with our EESG material topics. In addition,
they respond to the challenges and main topics addressed within the latest
materiality of the Company. The goals prioritized to compose the variable
compensation of executives in 2023, including the CEO, are Net Zero and
Water.
Commitments
Animal welfare
Term
Status 2023 Highlight
To ensure the non-use of growth-inducing antibiotics
in the livestock chain
Recurrent
100%
BRF has not used antibiotics to stimulate growth in animals since 2019.
Zero tolerance for animal abuse, either through abuse
or neglect
Recurrent
100%
Since 2020, BRF has committed to not tolerate animal mistreatment. All operations are verified, and in case
of suspicion, the cases are investigated.
To ensure that 100% of the swine raised at BRF do not
undergo clipping or trimming of teeth
2021
100%
This procedure is only performed in exceptional circumstances, when the breeding animals’ welfare
is compromised.
To ensure that 100% of the swine raised at BRF are not
identified through mutilations
2021
100%
Since 2021, we have met the commitment through the use of earrings and tattoos in swine farmed
by BRF globally.
To ensure that 100% of male swine are not surgically
castrated
2022
100%
After 3 years of research, in 2022, the methodology for castration of male swine was changed from surgical
castration to immunocastration. When surgical castration is necessary, it is performed with anesthesia.
To ensure that 100% of the poultry in the integration
system globally are cage free
2023
100%
In the first quarter of 2023, we fulfilled our commitment to ensure 100% of cage free poultry in the integration
system in Brazil and Turkey.
To certify 100% of the manufacturing units in animal
welfare
2025
88%
In 2023, 100% of BRF units in Brazil were third-party certified by auditors with PAACO credentials.
Globally use only cage-free chicken eggs in the industrial
food process
2025
96.3%
In Brazil operations, the commitment has been fully met since 2020. In Turkey, in 2022 we made progress
in meeting the indicator, and in 2023 we sought suppliers to fully meet the commitment.
To ensure the use of painkillers for 100% of swine tail
docking procedures
2025
0%
Conducting initial tests to understand the effectiveness of the products being developed to meet the
commitment.
To use environmental enrichment in 100%
of the integration of poultry and swine
2025
100% turkey,
14.2% pork,
8.6% chicken
In 2023, we advanced in the implementation of enrichment from 2.3% to 11.9% in swine and from 1.85%
to 8.6% in chicken, with progress in implementing the use of tools in the chain of broiler chickens and swine
farming.
To implement 100% collective gestation stalls for swine sows
until 2026. From 2023, all new accommodation projects
of swine sows will be in the copper and loose model
2026
55.9%
In 2023, we adapted 100% of the sow housing to the group gestation system at the Concórdia unit
in Santa Catarina.
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Commitments
Ensure traceability
Term
Status 2023 Highlight
To ensure traceability of 100% of purchased grains
in the biomes where we operate
2025
84.94%
In the calculation of all biomes, we achieved 99.9% traceability of direct and 79% of indirect suppliers.
To ensure traceability of 100% of the beans acquired
from the Amazon and the Cerrado
2025
84.97%
During the year, we achieved 100% traceability of direct grain suppliers and 77% of indirect ones
in the Amazon and Cerrado regions, which represent 62% of the purchased volume.
Food waste
To promote education to reduce food
waste to 1.5 million people globally
2030
756.000
352 thousand people reached in 2023 through social media posts, events, activation in cafeterias
and volunteer activities.
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Communities
To invest R$ 400 million in communities
2030
R$ 80 million
Diversity
To reach 30% of women in top leadership positions
2025
24%
Public sector commitment to fight racism
2030
27%
In 2023, the total invested amount was R$ 1.5 million, with emphasis on donations of over 88 tons of proteins
aimed at expanding access to food and food security in territories where BRF has operations. Part of the
resources was also allocated by BRF in the Matchfunding Campaign "SOS Rio Grande do Sul," organized by the
BRF Institute to support the victims of the floods that affected Lajeado.
In addition to affirmative actions with quotas in development programs and educational incentives, there was
progress in the global program Lead Like a Woman, aimed at developing women identified for leadership
positions, with a duration of four months. In 2023, this program was made available to female employees
in the international market.
Since 2021, along with nearly 50 companies from various sectors, BRF has been participating in the Movement
for Racial Equity (Mover), which aims to combat structural racism and promote racial equity. In 2023, in
partnership with Mover, we offered fully funded English scholarships for approximately 1,300 employees.
Packaging
To have 100% recyclable, reusable
or biodegradable packaging
2025
88%
88% of the company's global packaging volume is recyclable, reusable, or biodegradable, which represents
62% of the number of specifications used. In 2023, we move forward in the technical development of 10 new
technical specifications internationally.
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Commitments
Natural Resources
Term
Status 2023 Highlight
To reduce the BRF water consumption indicator
by 13%
2025
8,41%
In Brazil, the percentage of reuse increased from 11% to 16% (from 2020 to 2023), with the evolution of
indirect reuse application, the reuse of cleaner areas for dirtier ones, and the installation of a reverse osmosis
system for treated effluent reuse. We concluded the year 2023 with 100% of our industrial and agricultural
plants having implemented Water Management routines, and with over 75% of industrial operations
measuring all macro processes, increasing the coverage of measurements to enhance
water consumption management.
To increase by 50% the electricity sourced
from clean sources
2030
8%
In 2023, 8% of our electricity consumption was supplied by clean energy, with proven traceability, of which 4%
was self-generated. In December, these numbers reached 16% and 14%, respectively.
Greenhouse Gas
To implement a line of carbon neutral products
2021
3 SKUs carbon
neutral
In 2021, we met our goal with the launch of the first plant-based carbon neutral chicken in Brazil. In line with
our Net Zero strategy, and with the aim of expanding commercialization of plant-based products, in 2023
Sadia’s portfolio now includes three zero carbon items: cauliflower wings; vegetable nuggets and vegetable
protein nuggets.
NET Zero
2040
21%
Science and innovation
We ended the 2023 cycle with a 21% reduction in total emissions linked to Scope 1 and 2, when compared
to the 2019 baseline, mainly motivated by the prioritization of renewable energy consumption, with proven
traceability. Compared to 2022, the sum of Scopes 1 and 2 increased 6%, due to the higher incidence
of forest fires.
100% of new product innovation projects adhere to BRF’s
sustainability indicator
2022
100%
Since 2022, we have implemented a new EESG assessment protocol in the approval flow of new product
innovation projects that include criteria related to water, packaging, animal welfare and social responsibility.
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supplier and supply chain management
GRI 2-23, 2-26, FP1, FB-PF-430a.2
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In our supplier chain, we have companies of various profiles, sizes, and segments
in Brazil and in the other countries where we operate. They are divided into four
macro categories: supplies, logistics, commodities, and integrated producers.
Integrated producers
about
9,500
in Brazil and Turkey.
In Brazil, they are
spread across
seven States
and supply
24 units
of chickens, turkeys,
and swine.
The integrated
producers contribute
directly to the
improvement of the
HDI in the regions
where we operate,
according to a study by
EMBRAPA.
We have an exclusive
methodology for
evaluating sustainability
in integration, the
Sustainability
Check List.
We implemented the
integration system
in Brazil in the 1960s.
100%
of our integrated producers
were included in the actions
of the Chain Monitoring
Program related to
sustainability, compliance,
legal compliance, and respect
for human rights.
Our evolution in partner management involves
incorporating socio-environmental premises, and
in 2023, 100% of the 1,505 new partners in Brazil
were selected based on these criteria.
GRI 308-1, 414-1
In this year, our volume of purchases from
Brazilian1 suppliers amounted to 94.76% of the
total budgeted for the period, surpassing the mark
of R$ 9.5 billion. In 2022, this percentage had been
90.81%. In Saudi Arabia, the United Arab Emirates,
and Turkey, these percentages were, respectively,
60%, 31%, and 95%. GRI 204-1
We are committed to working to facilitate access to
the necessary resources for the modernization and
qualification of operations for the companies and
producers in our value chain.
¹ In our definition, Brazilian suppliers correspond
to the "local supplier" category.
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supply chain monitoring program
GRI 308-2, 408-1, 409-1, 414-2, FP1
Our Supply Chain Monitoring Program aims to ensure that our quality and sustainability standards are
replicated by our suppliers around the world. Structured to support the evolution of our partners and
strengthen the control of socio-environmental risks, it covers everything from grain procurement to
freight and logistics services, with quality audits, dissemination actions of BRF's Business Partner Code
of Conduct, consultations of public data, and analysis of contractual requirements.
Some of the requirements demanded by the program include:
BRF Partner Code of Conduct:
dissemination of the document, which
establishes the rules and ethical
and socio-environmental behaviors
expected from those who work with us.
Human rights and labor practices:
Our Corporate Human Rights Policy
prohibits the practice of working in
degrading, forced, or undignified
conditions, especially child labor.
Public lists: we consult biweekly
information from public lists of
entities such as the Brazilian Institute
of the Environment and Renewable
Natural Resources (IBAMA), Ministry
of Labor and Employment (MTE),
and National Register of Irregular
Companies (CEIS), in order to identify
suppliers with irregularities. In this
case, the registration is blocked until
regularization/negative certificate.
Animal welfare: required from both
integrated producers and service
providers in transportation and
logistics, extending to all who come
into contact with live animals.
Self-assessment: all suppliers
complete a checklist/questionnaire
with technical information.
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integrated producers
GRI FP1
Integrated producers are an important link
in our production chain. We provide them
with animals, feed, technical assistance,
transportation, slaughter, and all the necessary
products for animal husbandry. In return, the
producer provides facilities that meet hygiene
standards, labor, animal welfare, and quality of
life. Many of these producers have been in a
relationship with us for over 20 years.
The integrated production system ensures that
rural producers operate in a fully integrated and
regionalized manner. The management on the
properties is carried out by trained individuals
who are responsible for ensuring compliance
with animal welfare and safety standards,
including temperature, humidity, and density
levels. Producers receive ongoing training,
ensuring excellence in their work development,
and they also have the support of our technical
team at BRF to assist them. In the environmental
sphere, we have a specific area for control and
management to monitor suppliers along with
extensionists, collaborators linked to agriculture
who periodically visit the rural properties
designated for animal production. Find out more
in Animal Welfare.
We disseminate among these business partners
the BRF Transparency Manual and the Supplier
Code of Conduct. The documents cover social
and environmental aspects, ethics, compliance,
operational eco-efficiency, and respect for human
rights. Our rural extension team periodically visits
100% of the properties to assist and provide
guidance regarding areas of need.
In Brazil, 100% of integrated producers and
100% of business partners candidates are
subjected to a sustainability assessment, based
on the Standard of Agricultural Expansion
and Growth.
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checklist for inclusion
of integrated producers
To be admitted and remain in our integrated program, producers need
to meet a list of requirements, including:
1. Scale:
The producer must have a minimum scale.
2. Volume produced in the period:
The integrated producer must have produced a minimum of batches
in the period.
3. Environment:
It is a prerequisite that the producer is in compliance with their
environmental obligations. In the absence of licenses or the occurrence
of any environmental incident under the responsibility of the producer,
he is excluded of the program.
4. Property safety structure:
Compliance with the minimum safety conditions provided for in the
Poultry, Swine and Catch Safe Practices Manual.
5. Relationship:
Relationship with the teams and the community; participation in events,
training and meetings promoted by BRF; compliance with technical
recommendations; updating and execution of agricultural contracts,
as well as the non-existence of legal proceedings.
6. Sustainability Checklist:
Compliance with the expected criteria, with the possibility of generating
action plan and monitoring in cases of non-compliance.
Integrated Highlight program
Each year, the Outstanding Integrated Producer
Program evaluates our producers based on
zootechnical and socio-environmental criteria,
as well as production practices. The scores
range from zero to 100 and are calculated
by adding the performance on zootechnical
indicators and the Sustainability Checklist.
Top performances are recognized with financial
bonuses and receive the BRF Outstanding
Integrated Producer Award.
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sustainability checklist
The Sustainability Checklist is an evaluation
model for the properties of our integrated
producers and one of the factors that
compose the assessment score of the
integrated producer in the Outstanding
Integrated Producer Program. The participants
are evaluated on issues linked to quality,
environmental management, labor and human
and economic rights, including business
continuity. Then they pass by individual
assessment and receive improvement plans
and compliance with requirements.
The Checklist is periodically reviewed to confirm
the status of the property, both due to the
emergence of new technologies and changes
in legislation, as well as the Company's strategic
objectives. The Checklist application is outlined
in the Agricultural Expansion Manual and in the
Operational Excellence System (SEO) within the
Agricultural Expansion Norm and Operational
Excellence System (SEO).
Since its implementation in 2010, the average
score achieved on the Checklist has shown
continuous improvement. In 2023, it achieved
86.52 points compared to 85.15 in 2022. In 2019,
the average was 80.30 points. The progress is the
result of the support provided by the agricultural
team, especially the extensionists, who visit the
properties monthly and are continuously trained
in environmental standards by environmental
analysts. They guide the producers regarding
BRF standards and major challenges faced,
as well as the assessment upon entry of
new integrated producers conducted by the
expansion team, where compliance with the
checklist is one of the criteria used.
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environmental route
Another important tool is the Environmental
Route, outlined in the Operational Excellence
System (SEO). Through it, all producers are
annually analyzed through an environmental
verification checklist. The evaluation, conducted
by an extensionist via an application, checks
compliance with, for example, the Rural
Environmental Registry (CAR), licenses, permits,
legal requirements, solid waste management
and disposal, and treatment of effluents and
waste, among other items. Our environmental
analysts replicate the route taken by the
extensionists every semester, on a sample
basis. This review is complemented by an
environmental report issued approximately
180 days before the expiration of the license,
aiming to identify in advance if there are
any impediments to the renewal of the
environmental license.
The evaluation by environmental analysts is
also a necessary condition for expansions and
construction of new accommodations. Non-
compliance with legal obligations results in the
cancellation of expansion or housing.
The Sustainability Checklist and Environmental
Route can generate action plans, which are
monitored by extensionists, to address the non-
compliances found.
The controls and governance related
to producers involve compliance assessments
to analyze whether they fall within the definition
of Politically Exposed Persons and to identify
any conflicts of interest (such as ownership
or family relationships with BRF employees
and/or suppliers).
There is a specific action plan for partners
involved in the category of loading poultry,
a process known as "catching." The Legal
Catching Program aims to establish and comply
with procedural and legal standards for this
activity, as well as to assess innovation for the
automation of loading and unloading trucks,
improve safety/structure conditions, monitor
the process, and strengthen partnerships
with suppliers.
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annexes
health,
transportation
and technical
assistance
integrated production chain
In our Vertical Integration structure, all
points in the chain are under our control and
responsibility. This way, we can ensure the quality
and safety of the products and manage the
entire chain from start to finish. This structure,
in addition to integrated producers, includes:
Swine chain:
Poultry chain:
genetics
health,
transportation
and technical
assistance
genetics
farm SPL
Piglet Producing
System)
slaughter
Farm SVT
(Vertical Terminator
System)
incubator
egg processing
production farm
processing
Legenda:
BRF
Integrated producer
Supplier
* It happens throughout the entire agricultural chain
termination
slaughter
processing
From there, the entire
process is carried out in our
processing plants, which are
the locations where the raw
materials are processed and
transformed into products.
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supply chain management
Another important group of suppliers is the
cargo transportation, which includes both live
animals (for breeding and slaughter) as well as
raw materials, supplies, and finished products.
There are over 22,700 partners (drivers and
assistants) covering more than 50 million
kilometers per month in over 50 countries
across Europe, South Africa, the Middle East,
Asia, the Americas, and Brazil.
We have the Integrated Supplier Management
Program (GIF), an initiative that recognizes
partners' performance through an annual
award. In addition to that, we have the Health,
Safety, and Environment in Transportation
Program (SSMA), whose role is to reduce
accidents and environmental impacts, combat
child and adolescent sexual exploitation on the
roads, and ensure dignity in the profession of
truck drivers.
Among the specific standards for managing
logistics partners are vehicle inspection
procedures and driver evaluation. The hiring
of fixed (contracted) transporters and SPOT
transporters (spot hires for urgent/priority
needs) follows the SSMA Criteria Standard,
establishing Health, Safety, and Environment
requirements at each stage of the process to
mitigate risks and prevent accidents.
The transporter must also implement the
GIF Program in their company, meeting
requirements such as smoke emission control
and proper disposal of waste (oil, batteries, and
tires). There should also be driver assessment,
vehicle inspection, emergency response
plan, and accident and incident investigation.
In addition, all of our fleet carriers sign a
commitment to safety management, considering
primary, secondary, and agricultural operations.
To support suppliers, we provide software
that identifies alternative routes to reduce
the average distance per trip. As a result, we
achieve logistical and environmental gains in
our operations.
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With the support of an independent company,
we carry out the control, monitoring, and
management of the routines of these carriers
related to people management, such as
vacations, hiring, termination, and legal
documentation such as Occupational Health
Certificate (ASO), toxicological examination, and
National Driver's License (CNH).
We know that drivers who undertake night
trips are potentially subject to reduced and
poor-quality sleep, which can lead to fatigue,
irritability, and cognitive impairments, with
the risk of drowsiness and serious accidents.
Therefore, we have implemented onboard
technology that allows the control of driver
fatigue through sensors and the use of
telemetry, minimizing exposure to accident
risks and incidents. These measures have led
us to achieve significant advances, for example,
in reducing accidents (read more in Health and
Safety). Our logistic accident rates currently
position us as a benchmark in the industry.
It is also part of the responsibilities of the
independent company to monitor key
indicators related to people, such as turnover
and absenteeism, as well as conducting
climate surveys to identify opportunities for
improvement and further value and recognition
for the workers in these transport companies.
We monitor the individual conduct of drivers,
who may have their score reduced and face
impediments to working for BRF for a period
ranging from 15 days to 12 months if they
commit deviations while providing services to us.
more traceability, lower cost
Making our chain increasingly sustainable is a priority. Therefore, we have also evolved
from a logistics standpoint, expanding our grain purchases under the Free on Board
(FOB) terms - where the buyer is responsible for picking up and transporting the
purchased goods. In addition to reducing significant costs for the Company, we have
also improved the traceability of the input by monitoring its movement from the
producer's departure, thereby enhancing quality.
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agricultural commodities
GRI 308-1, 408-1, 409-1, 414-1
Environmental Criteria
We work to be an agent of transformation in
our production chain, promoting production
models that preserve biomes and biodiversity.
In this regard, we have a public commitment
made in 2020 to ensure 100% traceability of
grains from the Amazon and Cerrado regions by
2025. In 2023, this commitment was extended
to all biomes where we operate. See more in
Traceability and Socioenvironmental Monitoring.
Commodity suppliers provide the grains needed
for the feeding of poultry and swine, such as
corn, soybeans, and sorghum. Divided into
direct and indirect suppliers, they are essential
for our production and for maintaining the
quality and efficiency of our value chain. In 2023,
we totaled 3,343 grain suppliers.
In 2021, we developed the Sustainable
Grain Procurement Policy, outlining the
socio-environmental criteria by which
our direct and indirect suppliers are
assessed and required to comply.
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Compliance with environmental legislation and other
regulations at the federal, State, and municipal levels.
Not being listed on the Embargoes List of the Brazilian Institute of
Environment and Renewable Natural Resources (IBAMA), Chico Mendes
Institute for Biodiversity Conservation (ICMBio), and State Environmental
Departments (SEMA) (both nominal and territorial), and ensuring zero
deforestation (legal and illegal) in the Amazon from July/2008 onwards.
In other biomes, considering Zero Deforestation from December 20252,
with the assistance of the satellite-based Deforestation Monitoring Project
(PRODES) database.
Compliance with current legislation in cases of overlapping property with
Conservation Units (UC) and Environmental Protection Areas (APA).
Avoid, minimize, and/or compensate for any adverse impacts
on local biodiversity resulting from operations.
² Before this period, in case of deforestation, the Brazilian Forest Code
(Law No. 12.651, of May 25, 2012) must be complied with.
See more in
Commodities 4.0,
on page 49.
Social criteria
Not be listed on the Dirty List of Slave Labor
(Employers Registry), issued and made available
for consultation by the Ministry of Economy.
Comply with current legislation in cases where
property overlaps with Settlements, Quilombola
Territories, and Indigenous Peoples' lands.
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traceability and socioenvironmental monitoring
GRI 3-3 [Management, transparency and tracking of the supply chain], 413-1
To ensure the traceability of purchased grains,
we utilize a platform based on geospatial
devices and a Geographic Information System
(GIS), allowing the crossing of territorial
criteria with data regarding the location
of properties, which is identified in the
Rural Environmental Registry (CAR). For the
nominal criteria, we cross-reference public
lists with the producer's CPF/CNPJ to assess
compliance with socio-environmental criteria.
In order to provide greater clarity to our criteria
and reinforce the importance of engagement
from our grain business partners towards a
deforestation-free and biodiversity-friendly
supply chain, we developed the BRF Sustainable
Grain Supplier Guide in 2022.
Business partners who fail to comply with
our Sustainable Grain Purchasing Policy
are preventively blocked and contacted to
provide clarification. In 2023, 102 suppliers
from our historical base were blocked for
future negotiations. The main reason was the
deforestation identified by PRODES Cerrado.
Irregular cases of high relevance for the
business are evaluated by the Committee
Multidisciplinary Grains³, which carries out
a risk analysis and determines continuity or
cancellation of negotiations. In 2023, seven
cases were evaluated, of which three were
blocked and/or had negotiations terminated,
and with the other four, improvement plans
with adaptation deadlines were agreed.
During the year, we achieved 100%
traceability of direct grain suppliers and
77% of indirect ones in the Amazon and
Cerrado regions, which represent 62% of the
purchased volume. In the calculation of all
biomes, we achieved 99.9% traceability
of direct and 79% of indirect ones.
³ The committee is composed of representatives from five areas:
Commodities, Sustainability, Reputation, Compliance, and Legal.
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Traceability of indirect suppliers poses a
challenge for any organization, and it's no
different for us. To enable traceability of indirect
suppliers, we apply a model based on the Mass
Balance system, widely used in internationally
recognized sustainability certification schemes,
such as the Round Table on Responsible Soy
(RTRS) and the Roundtable on Sustainable Palm
Oil (RSPO). Our process involves requesting
geographic information (preferably, CAR) from
the indirect supplier regarding the areas that
accommodate the volume negotiated with
us, based on the average production capacity
(volume) per hectare of each region of
the country.
For cases where it's not possible to obtain the
CAR from indirect suppliers due to sensitivity in
commercial strategy, BRF acquires a Certificate
of compliance with socio-environmental criteria
audited by a third party, implemented by
suppliers with their own traceability process
aligned with our traceability protocol.
In order to support the commitment to have a
Deforestation and Conversion Free (DCF) supply
chain by 2025, we are structuring the value
chain engagement plan, which aims to foster
and enable the implementation of the Forest
Code and the intensification of sustainable
practices in the field.
In the grain chain, the results achieved
per biome were:
Results
Geography
Year
Direct
Indirect
Amazon
Cerrado
2022
100%
43%
2023
100%
77%
2022
100%
45%
2023
100%
77%
2022
61%
2023
% traceability for soy,
corn, and sorghum
Amazon
Cerrado
Atlantic Forest
Pampa
Pantanal
Caatinga
Total
2023
85%
Direct
Indirect
100%
100%
100%
77.48%
74.72%
84.29%
89.7%
96.97%
100%
100%
100%
95.51%
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social
responsibility
GRI 3-3 [Food safety]
communities and social impact
Working to improve the quality of life in the
communities where we are present is essential
for us. Through projects coordinated by the
BRF Institute, we promote initiatives in social
and environmental fields aimed at fostering
local development.
Through our Institutional and Government
Relations department, we engage
BRF representatives in advocating for
advancements with the government for the
communities where we operate. Three pillars
guide our actions in these activities: building
long-term relationships, supporting the
demand for public policies, and being ready
for emergent and/or critical situations.
All units have environmental impact
assessments, labor councils, occupational health
and safety committees, and formal processes for
receiving complaints from local communities.
GRI 413-1 . In 2023, 28 productive units (65.12%
of the total) of BRF developed programs tailored
to the needs of the communities where they are
located, identified through committees
and community consultation processes.
These actions are led by the BRF Institute.
In the Institutional and Government Relations
axis, we prioritize three pillars: building long-
term relationships, engaging in the proposal and
discussion of public policies, or responding to
emergent and/or critical situations, such as image
and reputation crises or emerging agendas. To
achieve this, we develop engagement actions,
which involve meetings with the participation
of our leaders, dialogues with authorities and
representatives of the government and business
sector, and meetings with operational teams from
institutions and private companies.
Prioritizing our audiences, the topic of food
safety is addressed in our commitments
within the BRF Sustainability Plan and is
among the priorities of our social impact
programs, with the goal of promoting
education to reduce food waste among
1.5 million people globally.
Another important agenda is that of
healthiness, which impacts our consumers
- hence the importance of product lines
with differentials. We track the effectiveness
of our measures through nutritional
improvement indicators.
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BRF Institute
is a Civil Society Organization of Public
Interest (OSCIP), responsible for coordinating
the management of our social investments and
contributing to the community development of
the territories where BRF operates - which we call
BRF municipalities. As an accelerator of positive social
impact, the BRF Institute aims to promote sustainable
communities by fostering socioeconomic inclusion,
social innovation, and corporate citizenship through
projects organized in the following areas: Food
that Transforms and Education for the Future,
focusing on Corporate Citizenship, Health and
Food Safety, Food Waste Reduction, and
Education.
volunteering and corporate citizenship
The BRF Volunteers Program serves to
connect our team with the communities
where we are present.
In 2023, the BRF Volunteers Program
carried out over 500 social actions in
46 municipalities. In total, there were
over 5,000 voluntary participations
from our employees, totaling 20,692
hours of volunteer work and benefiting
over 73,000 people directly through
actions focused on reducing food
waste, revitalizing educational spaces,
sustainability, and supporting
local communities.
The program also contributed to the collection
of approximately 50,000 items, including
clothing, hygiene products, books, etc., and
5.9 tons of non-perishable food items. The
majority of the collection was destined to support
municipalities affected by rain and floods
throughout the year.
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food that transforms
This area encompasses programs and projects
aimed at fostering entrepreneurship and
socioeconomic inclusion, promoting education
for reducing food waste and conscious
consumption of food, thus contributing to
ensuring that the communities where BRF
is present have access to them.
In 2023, we continued our partnership with
the José Egydio Setúbal Foundation for the
development of research aimed at contributing
to the agenda of addressing the scenario
of food insecurity. In another partnership,
with Gastromotiva, the BRF Institute supported
20 Solidarity Kitchens in São Paulo, Rio de
Janeiro, Seropédica, Duque de Caxias, Curitiba,
Salvador, Lucas do Rio Verde, and Dourados.
Over 20,000 meals were produced and donated,
serving people experiencing food insecurity.
More than 89 tons of proteins were donated
to social organizations directly serving people
in situations of social vulnerability.
During the period, the Institute also provided
approximately 460 hours of training on
gastronomy and the integral use of food,
fostering micro-entrepreneurs in the sector.
Partnerships were established with SESI for the
Cozinha Brasil Program and with Gastronomia
Periférica, reaching over 160 students in Videira
and Capinzal (SC), Dourados (MS), Toledo, and
Carambeí (PR). Educational content reached
over 350,000 people during the year.
case
reduce food waste in school meals
The BRF Institute contributed to the
implementation of the Smart School Feeding
Program, in partnership with GovTech Lemobs
and in collaboration with the Education
Department of Vitória de Santo Antão (PE).
The initiative focused on training cafeteria staff
and the nutrition team of the municipality to
reduce school meal waste. A meal management
software was implemented, contributing
to a reduction of approximately 50% in waste
in five schools in the municipality.
The Institute is also an impact investor in the
free version of the solution, launched in 2023,
which is now used by over 100 municipalities
in Brazil, contributing to waste reduction and
adherence of schools to the guidelines of the
National School Feeding Program (PNAE).
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education for the future
GRI 203-1, 203-2
The Education for the Future axis aims
to contribute to reducing learning gaps
and providing vocational training and
entrepreneurship in municipalities near BRF
units, as well as promoting Digital Education
for marginalized populations.
In 2023, as part of the Education for the Future
activities, the BRF Institute launched the Our
Part for Education Program, in partnership
with the accelerator Quintessa, with the aim
of contributing to the long-term effects of
the pandemic on the education scenario. The
program involves collaboration with education
departments, strengthening of local social
organizations, and acceleration of impact
businesses in two fronts: “Potential Initiative”
and “Transform Initiative.” Around 200 impact
businesses applied to participate in the
Program, which selected eight initiatives for
acceleration and eight initiatives for piloting
implementation in six municipalities: Videira,
Dourados, Marau, Vitória de Santo Antão,
Uberlândia, and Paranaguá.
The Accelerate Communities Program,
launched in 2023, aims to contribute to the
institutional strengthening of local Social
Organizations. In partnership with the Phi
Institute, the program currently has 80
Civil Society Organizations (CSOs) enrolled,
participating
in monthly training sessions.
In 2023, the BRF Institute renewed its
partnership with World Vision for the
IntegrAção Program, which focuses on
teaching Portuguese and providing vocational
training for migrants and refugees. The
municipality of Lucas do Rio Verde joined the
initiative, joining Chapecó. Until April 2024,
it is expected that the program will directly
benefit over 300 individuals.
During the year, the first edition of IBRF Tech
was also conducted, in partnership with
Gama Academy and Digital House, focusing
on programming training tailored for people
with disabilities.
In 2023, BRF volunteers directly contributed
to the revitalization of 48 educational spaces
and delivered over 500 hours of lectures to
high school students on life projects and
future careers.
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performance in rankings and indexes
As a global company committed to
sustainability and publicly traded,
BRF has been consistently evaluated
by international sustainability
rankings, which assess the quality
of management and transparency
of information regarding our
environmental, social, and
governance aspects.
As a result of our commitment and
actions, these evaluations progress
each year, reflecting the alignment
of our strategy with global best
practices and market
expectations.
In 2022, BRF was
positioned in Tier 4.
SBTi - Targets under review by the
initiative certifying CO2 emission
reduction standards in accordance
with the Paris Agreement and
scientists' recommendations.
Ranked 12th globally, BRF
increased its overall score by
five percentage points, with a
medium-risk assessment, in this
index that evaluates ESG risks
and opportunities for companies
in the animal protein sector.
Ranked for the 17th time for
the portfolio, with a score
of 77, in the B3 Corporate
Sustainability Index.
Rating B in climate and soy
assessments; C in water and timber;
and D in palm oil. The CDP is one
of the largest global references in
environmental impact assessment.
Second best positioned in
the sector, with an average
score of 6.5 out of 10 possible
points, according to the impact
assessment by this organization
focused on promoting
children's rights.
As a sector leader, we are the
67th best-rated company in this
specialized ESG rating, with an
average of 23.5 points, resulting
in a Medium Risk classification,
an improvement compared to
the previous assessment, which
was rated as High Risk.
Ranked for the 13th time to
be included in the B3 Carbon
Transparency Index portfolio, of
which it has been a part since
its inception in 2010.
In 2023, we moved up one level
in the rating, going from BB to
BBB, in the ESG assessment by
MSCI, one of the world's largest
rating agencies
sustainability
sustainability platform
supplier and supply chain
management
traceability and
socioenvironmental
monitoring
social responsibility
performance in rankings
and indexes
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85
integrated
report 2023
table of contents
about this report
message from the leadership
highlights
awards and recognitions
BRF: a food giant
we act with integrity
and simplicity
simple, agile and efficient
management
4
safety as a commitment
health and safety
responsibility for
the product
partnership with clients
and consumers
quality is in everything we do
annexes
safety as a commitment
Material topics:
SDG:
Health, well-being, and safety
Quality and safety of products
Food safety
4
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86
health and safety
responsibility for
the product
partnership with clients
and consumers
Safety
in
first place
Safety is one of our commitments. Keeping everyone
safe is always the priority because we respect life and
health as sovereign values. We focus investments and
efforts to ensure that everyone in our production chain
sees benefits in their interactions with us.
Our work begins even before the initial planning stages
in our factories, specifically in the conditions in which
the communities near our operations live, both in Brazil
and abroad. Therefore, we implement education and
citizenship programs to strengthen them.
The safety of our employees is the starting point for
all our initiatives to continue growing and developing
the business. Safe and healthy workers are the most
important asset.
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health and safety
GRI 3-3 [Health, wellbeing and safety], GRI 403-1, GRI 403-2
Preserving the life and health of people
generates satisfaction, increases productivity,
reduces expenses, and consequently improves
results in various aspects, whether financial,
social, or reputational. Therefore, we have
a Occupational Health and Safety (OHS)
management system that articulates a series
of norms and instructions to preserve the life
and well-being of all employees involved in our
activities, including workers from companies
that provide services to the Company.
Preventing accidents and managing the risks
inherent in our activities is part of BRF's culture,
and each year, new achievements related to the
theme reaffirm this.
Our main reference is the Health, Safety, and
Environment Policy, which establishes our
commitment to these aspects, defines the
expected behaviors, and the responsibilities of
each employee.
Our management system is constantly
reviewed and updated as new learnings are
generated; policies, norms, and procedures
are revisited; and practices are adjusted. This
process takes place at least twice a year.
We have risk management programs and an
integrated management system that allows us
to operationalize standardized routines, aiming
to go beyond mere compliance with legislation
and adopting the best possible practices.
All accidents are recorded in an internal system
within 24 hours of the occurrence, and an
investigation committee is created to conduct
the process. This committee should gather
evidence and conduct a root cause analysis,
with the information presented to leadership
forums. Depending on the actual or potential
severity of the incident, red alerts are issued to
the entire company to disseminate the
lessons learned from the occurrence
and the comprehensive actions taken.
In 2023, we recorded historic results in
accident frequency, with the best rates in
the meat processing industry. Our goal
is to increase our relevance by striving to
approach even better benchmarks. Actions
such as revising the Safety Golden Rules,
mass training, consistent improvements
in PPE management, health and safety
campaigns and communications, diagnostic
assessments, technical support agendas,
improvements, and dissemination of best
practices, among many others, are some
of the reasons behind the improvement
in our indices.
health and safety
responsibility for
the product
partnership with clients
and consumers
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Employees and workers covered by an occupational health
and safety management system1 GRI 403-8
Total number of individuals
Number of individuals who are covered
by this system
Number of individuals covered by
this system, who have been audited
internally
2021
102,251
102,251
2022
98,374
98,374
20232
99,081
99,081
94,461
91,809
92,369
%
92.4%
93.0%
93.23%
Number of individuals covered by
this system who have been audited
internally or certified by an external
party
94,461
91,809
92,369
%
92.4%
93%
93.23%
health and safety
responsibility for
the product
partnership with clients
and consumers
1 All fixed-term workers who are not BRF employees but regularly provide services at our units (such as drivers, cleaning
professionals, restaurant staff, etc.) are covered by the health and safety management systems.
2 The considerable drop in the audit and certification coverage rate is due to a change in the process, whereby only a
portion of the units undergo annual audits on this topic.
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Work accidents GRI 403-9, SASB-FB-MP-320a.11
2021
2022
2023
Employees
Workers2
Employees
Workers
Employees
Workers
Number of hours worked3
191,808,181.36
39,696,502.44
185,478,539.00
33,216,372.00
185,823,471
30,426,051
Number of fatalities due to work-related injuries4
Rate of fatalities as a result of work-related injuries
Number of serious work-related injuries
(excluding fatalities)5
Rate of serious work-related injuries (excludes fatalities)
Number of recorded work-related injuries
(including fatalities)6
Rate of recorded work-related injuries
(including fatalities)
0
0
13
0.78
1,287
6.71
0
0
3
1.03
135
3.4
2
0.01
23
0.96
1,113
6.00
2
0.06
2
1.35
118
3.55
0
0
20
0.11
986
5.31
0
0
0
0
88
2.86
health and safety
responsibility for
the product
partnership with clients
and consumers
¹ Total Recordable Incident Rate (TRIR): 4.97 accidents per million hours worked. In 2022, it had been 5.63 accidents per million hours worked.
² All areas and businesses of BRF Global are covered, including own employees and third parties, except for own international commercial consultants and third-party Transit Point (TSPs)
where there is no direct supervision (Brazil and International), and international distribution centers (whose management is also third-party).
³ The base number of hours worked considered is 1,000,000 hours worked.
⁴ The data are compiled in accordance with NBR 14280 and specific corporate standards, and the injury rate observes the methodology of the Occupational Safety and Health Administration (OSHA).
Fatalities are included in the injury rates, and the calculation of lost days includes calendar days, with the counting starting one day after the accident.
⁵ In 2022, the accidents reported as "The number of work accidents with serious consequences (except for deaths)" included all accidents with absence from work in the years 2022 and 2021
related to the activity. In this edition, we adjusted the data for these two years. GRI 2-4
⁶ Approximately 40% of work-related accidents related to activity were in hands and fingers. Approximately 66% of these accidents were contusions or cuts.
And about 60% of these accidents were due to unsafe behavior.
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health and safety
responsibility for
the product
partnership with clients
and consumers
safety risk management
GRI 403-2
Management of our risk control is in line with the NBR 14280
standard and specific corporate standards, and the injury rate
follows the methodology of the Occupational Safety and Health
Administration (OSHA).
Through the Risk Management Program - PGR, we have a systematic
process for identifying, assessing, and treating or mitigating risks
present in BRF's facilities, processes, and activities, in accordance
with international risk management standards (ISO 31000). The
management system also includes Task Risk Mapping. The results
achieved are discussed monthly in the Health and Safety committees
between leadership and technical areas.
To ensure quality, the entire process is evaluated in the Management
System, and the involved employees are trained. The identified risks
are prioritized and discussed monthly. The goals are monitored by a
management system that measures not only end indicators but also
intermediate indicators at each stage of development.
We maintain business relationships with suppliers approved according
to corporate standards, with reputational analysis and compliance with
labor commitments for their employees. The contract signed between
the parties includes clauses related to maintaining the health and
safety of workers. GRI 403-7
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health and safety
responsibility for
the product
partnership with clients
and consumers
employee participation
in safety management
GRI 403-4
The Internal Accident Prevention Commission
(CIPA)1, composed of elected and appointed
employees, participates monthly in strategic
meetings with leadership to understand risks
and adopt control measures and means of
preventing accidents and incidents. The group
has full autonomy to express opinions, suggest
improvements, and intervene in processes when
a risk is identified.
Annually, there is a continuous review of the
Management System, including consultations
with employees to contribute to the updating
and continuous improvement of the system.
During onboarding, all employees are instructed
on the obligation to report accidents, incidents,
and critical deviations that occur. They are also
instructed to report identified non-compliances
to the manager or CIPA and to propose
improvements. We also have the Observation
and Prevention Program, one of the tools used
when an employee observes any deviation or
unsafe behavior and addresses it with their
colleague. Employees receive training to ensure
that the approach occurs in a friendly manner,
avoiding embarrassment and retaliation,
fostering mutual care and continuous learning.
All workers have the right to refuse work if they
perceive it as unsafe, which is based on one of
the Health and Safety Golden Rules.
1 The Internal Accident Prevention Commission (CIPA) aims to
prevent accidents and work-related illnesses, ensuring that
work is permanently compatible with the preservation of life
and the promotion of worker health. The CIPA is composed
of representatives of employees and the employer and sized
according to table 1 of NR 5. The CIPA's mandate lasts for one
year, and the documentation related to the CIPA election process,
including the election and inauguration minutes and the annual
schedule of ordinary meetings, must be kept at the establishment
(Occupational Safety) for inspection by the Ministry of Labor and
Employment. The Training for the Formation of CIPA Members
must be conducted each CIPA term, with a duration of 20 hours,
and it is the responsibility of the unit's OHS team.
qualification
GRI 403-5
We promote training forums for all our
employees, taking into account specificities such
as local legislation. Third-party workers also
receive training. Among these, the dissemination
of the company's Health and Safety Policy and
Golden Rules during the employee onboarding
process is highlighted, as well as mandatory
information about the use, storage, and
maintenance of Personal Protective Equipment
(PPE) and Emergency Response Plan (ERP).
All employees are trained to perform their
activities. In operational processes, we use
the On-the-Job Training (OJT) methodology,
which covers operational procedures, risks, and
control measures for the activity. For workers
performing equipment operation or special
activities with high potential risks, specific
training is provided as established by Regulatory
Standards (NRs) and internal BRF guidelines. We
also conduct training based on the Operational
Procedure of activities, providing guidance that
considers risks and their control measures.
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health and safety
responsibility for
the product
partnership with clients
and consumers
occupational health
GRI 403-3
In employee health management, we act
preventively, directing actions based on an
epidemiological study generated through
occupational health indicators.
We have programs such as Occupational
Health Medical Control, Respiratory Protection,
and Hearing Conservation, focusing
on ensuring the integrity and well-being
of our employees.
The Occupational Health Medical Control
Program operates in total interaction with
the Occupational Risk Management Program,
observing all physical, chemical, biological,
ergonomic, and accident risk agents.
Medical procedures are individualized,
directed confidentially, ensuring the integrity
of information confidentiality. Occupational
health management systems are controlled,
and access is only granted to members of the
health team. The medical records of workers
are archived in Health Services and are kept
under the custody and responsibility of the
responsible physician of the Occupational
Health Medical Control (PCMSO).
The Respiratory Protection Program (RPP) is a
process for the selection, use, and maintenance
of respirators to ensure adequate protection
for the user when necessary to complement
implemented collective protection measures or
while they are being implemented, with the aim
of providing complete protection to workers
against existing risks in the work environment.
SASB FB-MP-320A.2
In 2023, we recorded 94 cases of work-related
illnesses, especially musculoskeletal disorders,
with no record of death. We support and
monitor all affected employees and continually
reinforce controls and risk management based
on these incidents, always striving to improve
processes to prevent the recurrence of illnesses
of this nature. These data refer only to our own
employees, as we do not track occupational
illnesses in third-party professionals. GRI 403-10
We invest in digital tools and training for our
professionals to enhance various programs, such
as managing medical certificates with simpler
and more efficient processes through digital
delivery of medical certificates, enabling better
monitoring and care for our people.
health promotion
GRI 403-6
We offer our employees and their families
health insurance plans with an extensive
network of providers. However, our commitment
to well-being goes beyond that. We have a
comprehensive benefits package that serves
more than 190,000 individuals and includes
Dr. BRF offers free Telemedicine services, the
"Novo SER" Program for pregnant women,
encouragement for preventive exams, and in our
manufacturing units, the BRF Health Centers.
These centers not only ensure the monitoring of
our employees' health but also actively promote
well-being. Our package includes more than 20
benefits, ensuring our employees' satisfaction in
being part of our team.
In addition to mandatory prevention campaigns
(related to sexually transmitted infections,
smoking, and alcoholism), we follow the Ministry
of Health's campaign calendar (January White,
September Yellow, October Pink, November
Blue, among others) for health care and disease
prevention promotions, thus encouraging
healthy lifestyle habits.
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responsibility for the product
GRI 3-3 [Product quality and safety]
Our commitment to the quality and safety of
our products is reflected in a set of standards
aimed at ensuring excellence in all our
production units.
One of the main tools to achieve this goal is
the HACCP plan (Hazard Analysis and Critical
Control Points), implemented in all units.
The plans assess the severity and probability
of occurrence of hazards present in each
production process and establish actions. All
15 significant product categories have been
assessed regarding their impacts on health
and safety. In 2023, this indicator remained at
its maximum level due to conducting hazard
assessment by process, which means that
100% of the products, or product categories,
are included in the assessment of impacts
on health and safety and in pursuit of
improvements. GRI 416-1
Other initiatives, such as the Operational
Excellence System (SEO), + Excellence,
and the Ideal Store, ensure that this care
extends throughout our production chain.
Independent, external, and internal audits
identify non-conformities based on the
continuous improvement guidelines of our
quality system. In certification audits for Food
Safety, the non-conformity rates were 0.19
(major non-conformities) and 7.44 (minor
non-conformities). The rates of associated
corrective action were 7.33 (major) and 1.83
(minor). SASB FB-MP-250cb.1, FB-MP-250cb.2, FB-PF-
250a.1, FB-PF-250a.2.
The Quality Index, developed by our team,
analyzes and monitors complaints, checks
compliance with the sensory standard of the
product, and evaluates our performance in
microbiological safety.
In 2023, there were 90 cases of fines and
penalties for non-compliance applied in 2023,
with 75 new ones, regarding health and safety
impacts caused by products and services. All
these cases are thoroughly studied to prevent
new occurrences of a similar nature.
Cases of non-compliance with regulations
and/or voluntary codes related to the
impacts of products and services on health
and safety¹ GRI 416-2
With regulations
With voluntary codes
2022
44
n/a
2023
75
75
¹ Throughout the year, we completed two recalls, initiated in 2022,
which involved the retrieval and withdrawal from circulation of
products marketed by BRF PET but manufactured by third parties.
The first case involved Bassar brand dental sticks, following cases
of dog poisoning. In the second case, we voluntarily recalled Pets
Mellon snacks, from the Patense group. In 2023, there were no
recall incidents. Nineteen voluntary recalls were conducted, resulting
in 14,782.50 kilograms of products being recalled. SASB FB-MP-
250cb.3, FB-PF-250a.3.
health and safety
responsibility for
the product
partnership with clients
and consumers
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nutrition and healthiness
GRI 3-3 [Food security], FP6, FP7, SASB FB-PF-260a.2.
With the goal of addressing global food
challenges in line with World Health
Organization (WHO) recommendations and our
business strategy, we published our Nutritional
Guidelines in 2023. Based on the pillars of
the independent organization ATNI (Access
to Nutrition Initiative), these guidelines cover
seven pillars ranging from the continuous
improvement of our formulations and access
to nutritional protein sources to marketing
and labeling issues. Reducing the sodium and
fat content not only complies with regulatory
standards but also meets the growing
expectations for balanced food choices.
Aware of global food challenges, we have been
working for over 10 years alongside the Brazilian
Food Industry Association (Abia) to foster
healthiness. We are constantly reviewing our
portfolio and revising our formulations to reduce
the sodium and fat content in certain items.
health and safety
responsibility for
the product
partnership with clients
and consumers
The diversity in our portfolio reflects our strategy
to meet the specific regulatory demands of each
market while offering a variety of options to
consumers in different regions.
We are committed to learning and innovating.
The challenges we face are opportunities to
improve practices. We will continue to anticipate
market needs and act proactively to offer quality,
transparent and healthy products.
In the value chain
98% of our outsourced
production takes place in
food-safety-certified units.
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health and safety
responsibility for
the product
partnership with clients
and consumers
use of GMOs
SASB FB-PF-270a.2
To meet consumer demand, we provide
ingredients and products with or without
Genetically Modified Organisms (GMOs).
We do not produce or plant GMOs, but we
may occasionally use these organisms in our
production chain.
We work on developing innovations to expand
the food supply, using innovative technologies,
as long as they are safe and properly certified
throughout the supply chain.
Regulatory agencies such as the European
Food Safety Authority (EFSA) in Europe and
the National Biosafety Technical Commission
(CTNBio) in Brazil have conducted studies on the
production of GMOs and derived ingredients,
indicating their safety for human consumption.
All products containing GMOs in their
composition have information for consumers,
in accordance with applicable national and
international regulations in each market.
Learn more on our website.
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marketing, labeling & communication
GRI 3-3 [Food safety], GRI 417-1
The registration and labeling department
verifies the necessary legal requirements for
labels (name, ingredient list, claims, nutritional
table, safe product use, handling instructions,
storage and refrigeration indications, among
others) in 100% of product categories and
in all label change projects. We value good
communication, which encompasses elements
of integrity, transparency, and clarity in
presenting the attributes of our products.
All products feature identification of the
manufacturer's name and address, as well as a
list of their components when it's not a natural
product, with the names of the ingredients and
additives used. Safety instructions for product
use are included whenever necessary, indicating
the need for cooking and/or pre-preparation
before consumption. Consumers are also
informed if there are allergens present.
The packaging, inputs, and raw materials used
follow an internal approval model, involving
technical areas (R&D and Quality) with audits in
various outsourced manufacturing processes
that verify compliance with regulations and
sensory aspects.
health and safety
responsibility for
the product
partnership with clients
and consumers
There are also checks on all raw materials and
ingredients added to the products, as well as
on the packaging that may have or come into
direct contact with our products. For recyclable
packaging, we specify on the labels the recycling
category to which each of these packages
belongs and the correct disposal methods,
following the ABNT NBR 13230 standard.
With the aim of providing more information
to customers, we are studying the inclusion
of additional information, including recycling
and selective collection seals and market
certifications, such as Halal, which adheres to
Islamic standards. At Sadia, we provide seals and
details about organic food, animal welfare,
and healthiness, according to the characteristics
of each product.
In 2023, we had one case of non-compliance in
labels or packaging involving regulations and
voluntary codes regarding product and service
information and labeling. GRI 417-2 We also had
two cases of non-compliance with regulations
and/or voluntary codes related to marketing
communications. GRI 417-3, SASB FB-PF-270a.3
All our legal and administrative processes are
controlled in our own system for managing legal
processes, and all of them are properly handled
and resolved.
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health and safety
responsibility for
the product
partnership with clients
and consumers
partnership with clients
and consumers
When serving our clients (companies,
processors, distributors, and points of sale of
various sizes in Brazil and around the world)
and final consumers, we base our actions on
transparency, ethics, and a commitment to
quality and safety.
We aim to promote positive experiences with
our products and services among diverse
audiences. Therefore, we invest in actions
ranging from the sensory and nutritional
profile of products to the quality of deliveries
and processes, including improvements in
relationship channels and understanding of
profiles and needs in the dozens of markets
where we operate. Continuous research helps
us understand how consumers evaluate our
products, categories, trends, and behaviors in
various markets and locations.
Our Customer Service Department (SAC)
operates based on the Consumer Protection
Code and is focused on constantly seeking
excellence in customer service. In 2023, in
SAC Brazil, 79% of the cases registered were
neutral or positive, and 21% were complaints.
In the previous year, these numbers were 82%
and 18%, respectively.
Our journey of digital transformation,
combined with personalized and humanized
service, allows us to meet consumer
demands with availability, agility, and quality.
Processes are monitored in real time,
ensuring agility in responses and actions.
The multichannel service includes virtual
assistants, support via WhatsApp, portals,
and social media, in addition to traditional
telephone support, Contact Us (website),
and email, which are integrated to offer
a customer-centric experience.
Our customer experience program maps
various touchpoints with consumers, including
SAC, physical stores, e-commerce, as well as
route customers, AS, and food service clients.
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health and safety
responsibility for
the product
partnership with clients
and consumers
Customer's NPS
In 2023, our Net Promoter Score (NPS), an
indicator that measures the level of customer
satisfaction with our services1, increased by
200% nationwide in Brazil. The increase in NPS
is directly linked to the success of our business:
a satisfied customer generates more revenue,
returns fewer items, and exhibits more stable
purchasing behavior.
Among the actions that have contributed to this
improvement, we can highlight the increased
synergy between sales and logistics to provide
a better customer experience, improved agility
and quality in addressing customer issues,
advancement in a customer-focused culture
with teams committed to meeting customer
needs, as well as a deeper understanding of
our strengths and areas for improvement.
Working with a focus on the customer allows us
to continually build trust and preference for our
brands, ensuring the longevity of our company.
¹ The customers comprising the BRF's NPS belong to three groups: ROTA: This includes commercial clusters ranging from
small customers like convenience stores and bakeries to larger customers like emerging supermarket chains. AS (High
Service): These are major retail chains with high turnover. They have numerous stores (few customers with enormous
purchasing potential); FSE (Strategic Food Service): Transformative customers. They buy our products to transform them
into the product: pizzerias, snack bars, and large chains.
table of contentshighlightsmessage from the leadershipquality is in everything we doannexesawards and recognitionswe act with integrity and simplicitysimple, agile and efficient management4safety as a commitmentabout this reportBRF: a food giantintegrated report2023 9999
integrated
report 2023
table of contents
about this report
message from the leadership
highlights
awards and recognitions
BRF: a food giant
we act with integrity
and simplicity
simple, agile and efficient
management
safety as a commitment
5
quality is in everything we do
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
annexes
quality is in everything we do
Material topics:
SDG:
Attraction, development, and
retention of employees
Product quality and safety
Animal welfare
Climate change, water, and energy
5
we act with integrity and simplicitysafety as a commitmentquality is in everything we do5BRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementannexes 100
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
Quality is another fundamental commitment of
BRF. To deliver it to consumers' tables with our
products, we begin building it long before. In our
processes and relationships with our employees;
in robust investments in animal welfare; in our
certifications, partnerships, and high standard
policies that permeate our entire chain.
The BRF Quality System takes into account
sanitary, nutritional, and sensory criteria in
food production, mitigating inherent risks in
the sector to deliver the best to our customers
every day. Its effectiveness depends on the
performance of our employees who, in addition
to being trained, must feel valued and inspired.
we act with integrity and simplicitysafety as a commitmentquality is in everything we do5BRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementannexes 101
employee development
and well-being
GRI 3-3 [Attraction, development and retention of employees]
At BRF, we understand that providing
recognition and appreciation for employees
is an indispensable factor for success in any
business endeavor, from the simplest to the
most complex.
We are attentive to the potential and actual
impacts of the business on the working
conditions of employees, on health and safety
standards, on attracting and retaining labor,
and on aspects related to diversity and equity.
We have policies, such as the Human Rights
Policy, to reinforce our non-negotiable
commitments to the well-being and protection
of people's rights, and the Transparency Manual,
which presents guidelines for conduct and
behavior and contributes to a healthy work
environment conducive to the development of
human capital.
We are also committed to being more
attractive to workers by combining processes
to recruit talent, develop skills, recognize,
and competitively compensate. Our People,
Governance, Organization, and Culture
Committee is the reference body to bring
such discussions to the level of the Board
of Directors. All units have an Engagement
Committee, composed of representatives
from various areas, with the aim of promoting
dialogue and creating improvement plans
for local challenges. The organization and
implementation of the agendas of these
Committees are defined in our Operational
Excellence System (SEO) - People Pillar.
Employee NPS
In 2023, we began measuring
employee satisfaction using NPS, a
globally recognized tool. Between the
two measurements conducted in this
year, BRF's employee NPS increased
by ten points, rising from 25 to 35
points. Among the main actions that
contributed to this result are the
strengthening and empowerment of
leadership; reinforcing commitments
to Safety, Quality and Integrity;
recognition initiatives; improving
the management system; and the
"Straight to the Point" campaign,
where we present a BRF that is
increasingly agile, simple, and efficient.
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
we act with integrity and simplicitysafety as a commitmentquality is in everything we do5BRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementannexes 102
Periodically, we conduct the Global
Engagement Survey to understand
opportunities for improvement and the
strengths identified. The latest one, in 2023,
showed an overall favorability index of 78%.
Among the actions to attract talent in specific
profiles is the Trainee Supply program, which
recruits candidates for areas such as Industry,
Maintenance, Agriculture, Quality,
and Laboratory.
Theo, the recruitment chatbot
In March 2023, we launched Theo, a recruitment and
selection chatbot that operates on WhatsApp. Theo is
enabled to interact with candidates, answering various
questions sent by them (including audio messages),
and soon will be responsible for completing the entire
registration process for candidates, who currently do this
on an online platform. In its first year of existence, Theo
won the Think Work Flash Innovations 2023 award in the
Attraction and Selection category.
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
Learn more on
BRF‘s Talent page
we act with integrity and simplicitysafety as a commitmentquality is in everything we do5BRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementannexes 103
In all markets where we operate, we offer
wages compatible with local legislation. Our
salaries policy includes fixed and variable
components based on performance indices,
which encourages teams and individual
professionals to strive for continuous
improvement. This policy encompasses
everyone from the Board of Directors to
operational workers on our factory line.
In Brazil, where the vast majority of our employees
are located, we comply with current legislation,
which includes both permanent direct hiring and
temporary direct hiring. Despite the possibility of
using the Intermittent Employment Contract, we do
not utilize this type of contract. In cases of employee
leave, we go beyond what the law requires and
maintain medical assistance available to employees,
regardless of the duration of the leave.
We have approximately 17,700 outsourced
employees. We establish conditions to ensure
compliance with legislation for contracted
companies, which undergo monthly audits.
Cases of non-compliance are notified and
addressed. As an extreme measure in case
of non-compliance, there is the possibility of
contract termination. GRI 2-8
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
Our employees1,2,3 GR1 2-7
Global region
2021
2022
2023
Africa
Asia
Europe
Latam
(except Brazil)
Mena (including
Turkey)
Brazil
Total
Men Women
Total
Men Women
Total
Men Women
Total
6
26
17
38
2
36
19
12
8
62
36
50
6
14
17
31
3
17
20
12
9
31
37
43
5
16
13
36
4
20
16
12
9
36
29
48
4,484
2,542
7,026
4,371
2,553
6,924
4,192
2,362
6,554
53,224
39,725
92,949
50,553
38,630
89,183
51,052
38,940
89,992
57,795
42,336 100,131
54,992
41,235
96,227
55,314
41,354
96,668
¹ The data relating to Hercosul and Mogiana were not included.
² This indicator is compiled using the total number of employees active on 12/31/2022, by means of the SAP system, MM/SAPHR module.
³ We do not consider workforce fluctuations as significant, as they were due to external economic
and market contexts.
Apprentices, interns and trainees 2023
GRI 2-7
Functional
category
Apprentices
Interns
Trainees
Total
Men
Women
Total
843
232
3
1,029
1,872
296
11
528
14
1,078
1,336
2,414
Note: In previous years, the categories in the table above were
considered in the GRI 2-8 content (Workers). GRI 2-4
See more information
about our employees
in the Annexes.
we act with integrity and simplicitysafety as a commitmentquality is in everything we do5BRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementannexes 104
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
Turnover1 GRI 401-1
Total employees
By gender
Men
Women
Total
By age group
Under 30
30 to 50 years of age
Over 50
Total
Regional distribution
Asia
Africa
Europe
Latam (except Brazil)
Brazil
Mena (including Turkey)
TOTAL
1 The data relating to Hercosul and Mogiana were not included.
*Does not include interns, apprentices and trainees
2021
100,133
2022
96,254
24%
22%
23%
40%
16%
6%
23%
3%
50%
11%
10%
24%
16%
23%
24%
26%
25%
46%
18%
7%
25%
19%
22%
14%
21%
26%
19%
25%
2023
turnover
Despite the increase in the turnover rate in the
operating group compared to the previous year,
there was a significant reduction in turnover
at all leadership levels: -75% for officers, -35%
for managers and -18% for first-level leaders.
Turnover remained stable in the sales and
support areas. Reducing turnover is one of the
focuses of our people management.
96,668*
28%
31%
29%
52%
22%
9%
29%
28%
22%
17%
19%
29%
26%
29%
we act with integrity and simplicitysafety as a commitmentquality is in everything we do5BRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementannexes education and capacity-building
GRI 404-2
Recognizing the relevance of continuous learning for business
sustainability in a constantly evolving world, we provide training
programs and career transition support for employees at all
hierarchical levels.
In 2023, we offered more than 6 million hours of in person and
online training, with topics of leadership, management, technicians
and Workplace Training. The BRF Academy, a learning platform
accessible for all employees, registered more than 900,000
accesses in the year.
105
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
Average hours of training per employee by gender GRI 404-1
Men
Women
Total
2021
31.98
24.54
28.78
Average hours of employee training
by category1
Executive Board
Management
Supervisors and coordinators
Administrative
Operational and sales
Total
2021
4.29
18.95
41.83
16.8
31.25
29.01
¹ The data relating to Hercosul and Mogiana were not included
Average hours of employee training
by job category
Apprentices
Interns
Total
2021
17.27
23.42
18.58
2022
31.69
27.7
29.97
2022
5.8
21.79
55.69
25.86
29.6
29.97
2022
31.75
51.08
41.41
2023
74.90
53.03
65.47
2023
7.65
40.94
76.48
41.10
68.45
65.47
2023
45.06
81.05
53.06
we act with integrity and simplicitysafety as a commitmentquality is in everything we do5BRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementannexes 106
learn about our educational programs;
TLT (Workplace Training):
Aimed at operational positions and with
specific training in activities such as the use
of machinery and agricultural practices.
Supply Academy:
Workshops conducted by specialists for training
and development of projects for VP Planning
and International Market.
Focus:
Program aimed at the development
of leading operators.
OSH Academy:
It aims to train the entire company on topics
related to occupational safety and health.
Commercial Academy:
Offer training to the commercial team
in Brazil, focusing on the standardization
of BRF's sales, merchandising and product
portfolio processes.
HR Academy:
Training of business partners and learning
journey for focal points in the Human
Resources department.
Leadership Academy: Development
journey aimed at enhancing leadership skills,
featuring the "Me, Leading Program" tailored
for managers, coordinators, and supervisors.
Sanitation Learning Path:
Developed for supervisors and lead operators
of sanitation in production units.
Internship Programs in Agriculture
and Maintenance:
Initiative that trains interns in these areas
with the objective of forming a talent pipeline
for the company.
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
Agricultural Academy:
TFocused on the training and capacity building
of professionals working in the poultry and
swine production chains.
Quality Academy:
Initiative that gathers content for the Quality
team and the areas involved in this food
production process.
Commodities Academy:
Technical development of the entire
commodities area, with several learning actions.
Godparents and Godmothers:
Program for the development of godparents
and godmothers to accompany new employees.
Educational incentives:
Incentives for the completion of studies
at the undergraduate and graduate levels
to instruct professionals.
Develops:
Career transition program, which offers
development to employees who want to work in
supervisory, sales, management positions.
Learning Path:
Path aimed at learning focal points in order
to know the methodologies and development
programs used in the company.
we act with integrity and simplicitysafety as a commitmentquality is in everything we do5BRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementannexes 107
performance evaluation
In relation to remuneration, our policies include
a fixed sum - aligned with individual performance
and market references - 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 indicators of
recognition, merit, bonus, internal recruitment
and succession. This Cycle covers all the
administrative levels and senior management
and, in 2023, impacted 12,943 professionals
and leaders. Another action is the Operational
Performance Cycle - CPO (professionals from
the Operations and Sales employee group),
with 70,573 employees assessed, against
62,711 in 2022. The position of Production
Operator was included, for the first time, in the
2023 cycle.
profit sharing
We adopt profit sharing as a way to recognize the
performance and dedication of our employees.
Participation in the program has eligibility rules,
including attendance criteria and good behavior.
There are no penalties for absenteeism.
The rules are communicated annually and
validated by the workers’ union. From the
operating public to analysts, the payment
is calculated based on a percentage of the
company's net income. For senior employees
and senior management, the distribution uses
criteria such as meeting goals, target value
based on fixed and guaranteed compensation
and performance evaluation.
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
Percentage of employees receiving regular performance and career development reviews (%)1 GRI 404-3
Job category
Executive Board
Management
Supervisors and
coordinators
Administrative
Operational and sales
Men
100%
100%
100%
100%
48.67%
55.15%
Women
100%
100%
100%
100%
24.71%
34.76%
2021
Total
100%
100%
100%
100%
38.81
46.71%
Men
Women
94.74%
100%
100%
100%
99.95%
98.93%
100%
100%
100%
100%
99.96%
99.99%
2022
Total
95.08%
100%
100%
100%
99.95%
99%
Men
100%
100%
100%
99.83%
83.66%
79.53%
Women
100%
100%
100%
99.86%
74.92%
79.08%
2023
Total
100%
100%
100%
99.84%
79.96%
79.35%
¹ The data relating to Hercosul and Mogiana were not included.
Note: Admitted/promoted to eligible positions until 09/30/2023. Leave of absence who have worked for at least 3 months throughout the year. For HPC, we consider them off until the assessments are completed.
we act with integrity and simplicitysafety as a commitmentquality is in everything we do5BRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementannexes 108
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
diversity, equality and inclusion
Diversity, multiculturalism and plurality are BRF's
values. To put them into practice, we work on
four fronts: raising awareness, attraction and
retention, career development, and governance.
We have projects to promote racial, gender
and disability equity, in addition to being one
of the largest employers of foreign migrants/
refugees in Brazil. Our network of more than 60
Diversity Ambassadors throughout Brazil shares
experiences, promotes actions and supports the
implementation of pilot-projects.
Racial equity: in 2023, we reached the
milestone of 26.5% of Black individuals in
leadership positions. We are co-founders
of the Movement for Racial Equity (Mover),
which brings together about 50 organizations
from different sectors committed to tackling
structural racism and promoting racial equity.
The participating companies assumed the
common goal of having black people in 10,000
leadership positions by 2030 and to generate
better professional opportunities for 3 million
black workers. As part of this commitment, in
2023, we offered 1,100 scholarships for English
courses for BRF's black employees.
Gender equity: we have the goal of reaching
30% of women in leadership positions by 2025
– at the end of 2023, this percentage was 24%.
To achieve this result, we work with affirmative
actions, such as quotas in development
programs and educational incentives. We also
believe that we can be an environment that
encourages female empowerment beyond
the professional sphere. Another initiative
for the development of female leaders, Elas
na Indústria, promoted by the Federation of
Industries of São Paulo (FIESP), has 50 BRF
participants. The program provides mentoring
of women leaders from the industry sector
to help mentees achieve their goals and
develop skills.
Persons with disabilities: We currently have
a participation of 3.67% of persons with
disabilities in our workforce, exceeding the
target established in the Term of Adjustment
of Conduct (TAC) signed with the Public
Prosecutor's Office. We also strengthened the
Leadership without Capacity Building program,
which aims to prepare leadership and HR, and
promote active listening with employees with
disabilities (PwDs).
90
nationalities
among the almost
100,000
employees
in the world
In Brazil,
workers from
40
different
nationalities
Foreigners and Refugees: We employ about
7,000 foreign migrant/refugee workers, being
one of the companies that most employ people
in situations of migration/refuge. Translator
operators, diploma validation support, and the
promotion of support networks are some of
our initiatives. The Active Listening Program
fosters dialogue between people in refugee
situations and the company, with the objective
of promoting inclusion and belonging, in
addition to mapping opportunities for them. We
participate in the Refugee Enterprise Group, of
UNHCR, the United Nations agency dedicated to
caring for refugees.
we act with integrity and simplicitysafety as a commitmentquality is in everything we do5BRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementannexes 109
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
Programs
Accelerate
Women's Careers
Created in 2021 as a pilot, the Lead As
A Woman program was expanded in
2022 and extended to our international
units in 2023, with a large membership.
The program is a journey of self-
discovery and career acceleration for
women identified as successors at BRF,
which includes meetings with experts
on gender equity, technical and skills
training, assessments, and mentoring.
A total of 398 women have already
participated in the program, 150 of
them in 2023.
In the Women in Focus program,
through roundtable discussions,
technical and career knowledge, as well
as personal experiences, are shared,
fostering a network of support and trust
among women. In 2023, in addition to
the employees of the operation, the
program reached the employees of the
BRF offices, with the participation of
more than 50 women.
Gender distribution in BRF, by job category (%) GRI 405-1
Executive Board
Management
Supervisors and
coordinators
Administrative
Operational and sales
Total
2021
2022
2023
Men
Women
Men
Women
Men
Women
86.21%
75.21%
13.79%
24.79%
87.18%
73.41%
12.82%
26.59%
92.45%
74.20%
7.55%
25.80%
71.26%
28.74%
69.64%
30.36%
68.85%
31.15%
48.06%
59.36%
58.77%
51.94%
40.64%
41.23%
48.05%
58.16%
57.72%
51.95%
41.84%
42.28%
46.82%
57.69
57.22%
53.18%
42.31%
42.78%
we act with integrity and simplicitysafety as a commitmentquality is in everything we do5BRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementannexes 110
BRF quality
GRI 3-3 [Product quality and safety]
Delivering quality products to consumers is
essential in our operation. For this reason,
we have this commitment as a priority in
our performance. Each process, stage and
professional needs to deliver the maximum
quality to achieve the results that maintain our
reputation, image and generate value.
The BRF Quality System and our internal policy
on the issue work together to mitigate risks,
ensure the application of standards, institute
clear governance on the subject in all spheres, in
addition to monitoring and, eventually, reverting
non-compliances. The system also standardizes
the processes related to quality in the
production units. Through excellence programs
such as SEO and Loja Ideal, we strengthen
compliance with the standards defined in the
various areas of our business.
Continuous system improvement is
strengthened through internal and external
audits. Internal evaluations assess the
alignment of our internal processes with legal
requirements and customer and certification
standards. It occurs annually, according
to risk assessment, and is conducted
independently by Corporate Quality. We also
adopted the Quality Index, which analyzes
and monitors complaints, compliance with the
product's sensory standard and results of our
performance in microbiological safety.
External audits certify that the processes
adopted and our quality system are in line
with internationally recognized standards
by the GFSI. Our units hold quality and
food safety certifications such as BRC, IFS,
FSSC 22000, Global-GAP, Certified Humane,
ISO17025, among others, which are
considered differentiators in the market. In
addition, we are audited externally by different
markets and clients, as well as the relevant
Brazilian organs, such as the Ministry of
Agriculture, Livestock and Supply (MAPA) and
the National Sanitary Surveillance Agency
(ANVISA), ensuring our commitment to legal
and customer requirements.
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
we act with integrity and simplicitysafety as a commitmentquality is in everything we do5BRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementannexes 111
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
certifications and audits
GRI 3-3 [Product quality and safety]
BRF adopted the Ethical Trading Initiative
(ETI) Base Code as a reference for
the development of its Human Rights
Policy, as well as for the items evaluated
in its Operational Excellence System,
which provides for self-assessment of
Operating Units and periodic internal
audits. In addition, our units also receive
audits of different Social Responsibility
protocols, such as the SWA, ICS and SMETA
protocols, the latter developed by SEDEX,
a collaborative platform that gathers
information on responsible sourcing,
of which we have been members since 2013.
In 2023, 10 units in Brazil were audited by a
third party: Chapecó, Campos Novos, Capinzal,
Concórdia, Videira, Serafina Correa, Uberlândia,
Toledo, Marau and Nova Mutum.
qualifications
GRI FP2, FP5
The export qualification processes of our
plants for commercialization with international
markets should be highlighted. From technical
preparation to obtaining new qualifications, the
achievement is related to the proof of several
standards and quality requirements that vary
Learn more on page 170
according to the regulatory scenario
of the countries.
In 2023, countries with significant import volumes,
such as Chile and the United Kingdom, adopted
the pre-listing model (delegated to the Brazilian
government), which facilitates the access of
Brazilian products and the qualification of more
production units. Countries that previously did
not select specific approved production units for
export to their territory may start to do so, as was
the case with Oman in 2019.
Video audits emerge as a possible trend to
the extent that they streamline processes and
reduce costs, both for the Company and for the
authorities. As of 2020, we were the subject of
video audits by foreign authorities in countries
such as Mexico and Oman and, in 2023, China
started to make recurrent use of the tool to
enable new units.
Regarding China, an important market for
BRF, the relaxation announced by the local
government of the "COVID Zero" policy, which
had significant impacts on the local economy
and affected our exports, may positively impact
the Company's business. On the other hand, the
evolution in the spread of the virus and any new
more restrictive policies may generate losses.
we act with integrity and simplicitysafety as a commitmentquality is in everything we do5BRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementannexes 112
our products
The quality that begins in the field and reaches the table of our consumers is reflected
in public recognition for BRF brands. Here are some achievements from 2023.
Sadia
Perdigão
Qualy
Perdigão is the most chosen food
brand by Brazilians in the Kantar Brand
Footprint ranking.
Qualy is the most chosen
Margarine brand¹ and it is present
in 7 out of 10 Brazilian homes².
Sadia is the preferred food brand in Brazil, with a 29.3%
preference¹, and several times elected the most remembered
brand in several categories in which it operates: frozen meals
(Top of Mind 27%), calabrese sausage (Top of Mind 27%),
mortadella (Top of Mind 29%) and Christmas products
(Top of Mind 24%). In food, it is the leading brand in Top
of Mind with 42%².
This constant reminder by the consumer translates into the
robustness of the brand, considered iconic in the food sector,
in several categories. Sadia has the strongest brand presence
in breaded products, sausages, hams, lasagnas, and fresh
sausage being classified as an iconic brand in the food sector.
It also leads in market share for lasagnas and ready meals3
and is the second brand in the cold cuts4 category, behind
only Perdigão.
employee development
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BRF quality
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The brand is a leader in the processed
meat segment in Brazil. It is also
a leader in the sausages and cold
cuts categories.
Mortadela is a prominent category:
the brand is the leader in market
share and preferred by consumers².
The Gold line of mortadella is the
best-selling and preferred in Brazil,
according to Kantar Insights.
1 TNS – 250408530_Tracking_Alimentos2023, carried out between Oct/23 and
Dec/23, with a target audience: men and women, aged 18 to 65, from ABC classes,
responsible for home purchases and food consumers.
2 Top of Mind 2023 Award, from Datafolha.
3 Nielsen Retail Index Evolution I INA + C&C I Total Brazil I FY’23 (Jan-Dec 2023) |
Frozen meats: lasagna and ready-made dishes.
4 Nielsen Retail Index Evolution I INA + C&C I Total Brazil I FY’23 (Jan-Dec 2023) |
Cold cuts
1 Nielsen Retail Index Evolution I INA + C&C I Total Brazil
I FY’23 (Jan-Dec 2023) | Sausages and Cold Meals
2 TNS – 250407841_Tracking_Panelas2023, held
between January 2023 and June 2023, with a target
audience: men and women, 18 to 65 years old, from
ABC classes, responsible for the home purchase of food.
It is the most remembered
brand in the category (38% of
Top of Mind), with the greatest
brand strength and preferred by
Brazilians (45% preference)³.
It is the market leader in
margarines and the sales leader in
Brazil in the 500g and 1kg4 sizes.
1 Kantar, Worldpanel Division | Consumer
Dashboard | CRP (Penetration and Frequency)
| Period: October 2022 to September 2023 |
Total Brazil
2 Kantar, Worldpanel Division | Consumer
Dashboard | Period: July 2022 to June 2023 |
Total Brazil
3 TNS – 250407841_Tracking_Panelas2023,
held between January and December 2023,
with a target audience: men and women,
aged 18 to 65, from ABC classes, who are
responsible for the home purchase of food.
4 Nielsen Retail Index Evolution I INA + C&C I
Total Brazil I FY’23 (from January to
December 2023)
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animal welfare
GRI 3-3 [Animal welfare], FP10, FB-MP-430a.2
The basis of our production chain is animals,
and guaranteeing their welfare is fundamental
for us. Therefore, we always work to improve the
quality of life of animals inside and outside BRF,
through an integrated approach. We have zero
tolerance for animal abuse and this is a public
commitment. In 2023, we invested R$45 million
in actions aimed at animal welfare.
The Animal Welfare program carried out at
BRF engages several areas of the company
at all levels, including senior leadership. The
key indicators and the evolution of public
commitments are discussed monthly by
the directors of operations and the area of
Sustainability and Corporate Reputation.
In alignment with the program, we adopted the
Animal Welfare Compliance Matrix, a checklist
with the main specific key indicators of animal
welfare (KWIs - Key Welfare Indicators). The
tool, developed by our team, is based on
national and international legislation, as well
as internationally recognized protocols on
the subject. We evaluated swine and poultry
slaughter processes; the agricultural production
of broiler chickens, broiler turkeys and swine;
and the poultry and swine breeding chains.
Digital controls of health aspects, vaccination
protocols, studies of alternative products to
antibiotics and review of biosecurity protocols
complete our package of key indicators.
We also have a diverse group of specialists. All
decisions regarding the care and facilities where
the animals are involved are approved by the
technical areas. The "Animal Welfare Officials",
leading professionals and technical reference in
their area of expertise, are present throughout
the production chain, from animal breeding to
transportation to industries, with autonomy and
authority over the process.
We also actively collaborate with discussions on
animal welfare of sectoral entities, such as the
Brazilian Association of Animal Protein (ABPA).
We partner with universities and research
entities to increasingly bring awereness to the
topic. Collaboratively, studies are addressed
to promote animal welfare in agribusiness,
including improvements in facilities, equipment,
nutrition, behavior, environment and genetics.
We achieved 100% certification for animal
welfare in all poultry and pork processing units
in Brazil, advancing our commitment to certify
all units by 2025.
Reinforcing our pioneering spirit in Animal
Welfare, as of 2023 we are committed to
adopting the cage-free model for the gestation
of swine in all new projects.
employee development
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animal welfare
natural resources
climate change
circular economy and
waste management
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in the production chain
In a responsible manner and in line with ethical
principles, we work to positively transform
our production chain. Therefore, we promote
animal welfare best practices in an integrated
and comprehensive manner, with everyone
who is part of our chain, such as partners and
suppliers, for example.
We have a vertical integration system, which
includes partnerships with livestock producers.
We provide the animals (in the case of swine,
many with our own genetics), inputs, and
technical assistance, while integrated producers
contribute with facilities, equipment, water,
electricity, and labor necessary for the breeding
and development of herds, following the
guidelines of the Global Animal Welfare Program.
BRF’s production chain includes chickens (Brazil
and Turkey), broiler turkeys (Brazil) 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 Supplier Code
of Conduct. Find out more in Supplier
and Supply Chain Management.
Our production chain does not include cattle,
fish and dairy cattle. Beef, dairy products (from
dairy cattle producers); and eggs for industrial
use are sourced from ratified suppliers, who
sign the Supplier Code of Conduct document,
which includes animal welfare requirements, in
addition to being evaluated on animal welfare
requirements. For this reason, we also do not
have pastures. SASB FB-MP-160a.2
We promote consumer education
on animal welfare through
webseries on the subject available
on our website and on YouTube.
Publications on the subject occur on
the company's social media, such as
Facebook, LinkedIn and Instagram.
The Sadia BIO and Sadia Organic
lines communicate the differential
of animal welfare for their products.
We also participated in webinars
from other entities bringing the
theme of animal welfare within the
focus of sustainability.
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animal welfare made at BRF
qualification
Our global Animal Welfare program carried out at BRF is based on the
five domains of animal welfare, which take into account, in addition to
the physiological states of animals, behavior and their mental states.
This concept is an evolution of the five freedoms developed in 1979
by the Farm Animal Welfare Council (FAWC).
Nutrition
Proper consumption of
nutritious food for a
pleasant experience
Mental state
Prioritizing comfort,
interest and trust
to avoid negative
experiences
Behavior
Varied activities
and rewarding
challenges
Training and awareness are based on the premises
of Animal Welfare carried out at BRF. In 2023, we
held the company's first BEA in Focus, with the
objective of increasingly connecting the theme with
the business. The event lasted 9 hours and was
attended by national and international external
experts on topics relevant to the business.
As part of the actions to leverage animal welfare
and spread the theme to all employees, in 2023
we trained more than 220 animal welfare officers
covering the agricultural, transport and humane
slaughter of poultry and pork chains, covering
100% of the units in Brazil.
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
Environment
Good conditions
that offer comfort
and safety
Health
Animal care
procedures for
robustness and
vitality
in the production chain
To train rural producers, we use technical visits, field days and our
bimonthly newspaper. The animal welfare theme has a guaranteed
space in all editions. One hundred percent of the poultry harvesting
teams and live cargo drivers (eggs, chickens, piglets, broiler chickens,
finishing swine) receive training to understand the impact of their
activities on animals.
Animal welfare is also addressed in summer and winter training
with integrated producers from the entire production chain.
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assessments
GRI FP2, FP5, FB-MP-430a.2
In 2023, 100% of the slaughter plants of broiler
chickens, swine and turkeys were evaluated
monthly for the criteria for receiving and
slaughtering live animals. In all, 372 evaluations
of the process of receiving and slaughtering live
animals were carried out.
Professional Animal Auditor Certification
Organization (PAACO). In 2023, seven new
poultry and swine slaughter processes were
certified, in addition to the recertification of
the other processes. FB-MP-410a.3
breeding and slaughter practices
SASB FB-MP-160cb.2, SASB-FB-MP-410cb.1,
SASB-FB-MP-410a.2
During the year, about 2,550 integrated
producers were evaluated, accounting for more
than 10,000 evaluations in the integration
since the beginning of the evaluations in
2019. Training and development initiatives
are constantly applied with employees and
integrated producers, as well as the monitoring
of the process, with the measurement of
performance indicators, signaling opportunities
for improvement.
Our commitment to animal welfare is
reflected in the way we manage the life
cycle of poultry and swine. Our procedures
are in line with the guidelines of the Animal
Welfare program carried out at BRF, by
zootechnical parameters and by compliance
with environmental comfort and welfare
conditions for animals, in addition to
alignment with international standards such
as Global G.A.P. and Certified Humane.
raise chickens in cages in all industrialized
food production processes. We use eggs in
the production of industrialized products
such as pizzas, pies and cheese bread. The
commitment is 100% met in Brazil and,
considering the global scope, the percentage
is 96.3% of service. SASB-FB-MP-410a.2
One of the factors related to animal welfare
is the environment, which provides the
correct thermal comfort to the animals in
the facility. Environmental enrichment aims
to meet the behavioral needs of poultry,
promoting the exploitation and manipulation
of environmental resources, and may also
reduce the occurrence of negative behaviors
and improve the quality of life. The goal is to
bring new and, whenever possible, similar
experiences to those existing in nature. This
allows them to express their natural behavior.
Currently, 100% of swine are slaughtered in
units with third-party certification, through the
protocol of the North American Meat Institute,
exclusively on the theme of animal welfare.
For broiler chickens, 85.2% are slaughtered
under third party certification, according to
the National Chicken Council protocol (100% in
Brazil and three non-certified units in Turkey).
100% of turkeys are slaughtered under third-
party certification, according to the protocol
of the National Turkey Federation. Audits are
conducted by professionals approved by the
Among the various indicators monitored
are density of accommodation, number of
feeders and drinking fountains, heating
and/or cooling systems, water quality and
availability, nutritional levels and humidity
control, ventilation, thermal sensation,
lighting and "bed" quality, among others.
In this sense, we started to implement
perches, pecking objects and platform in the
facilities. In 2023, 25% of broilers raised in
Turkey and 8.8% of broilers raised in Brazil had
access to perches, favoring the quality of life
of millions of animals. In the turkey chain, the
use of environmental enrichment is already
In 2023, we achieved the goal established in
a public commitment to have 100% of our
poultry cage-free1. By 2025, we are committed
to no longer buying eggs from suppliers who
¹ Although it is not a common practice for broilers in Brazil,
in other places, such as Turkey, the raising of chickens
in cages is common.
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consolidated and 100% of the animals have
access to it. We also advanced in the use of
environmental enrichment for the pork chain
and 14.2% of the properties allow access to
the tool to 100% of the animals. Considering
the partial access, 90% of the properties use
the tool.
In order to achieve greater control over
the environment where the animals are
housed, we are gradually transitioning
from traditional facilities (with external
environmental interference) to high-tech, fully
climate-controlled facilities, aiming to provide
animals with greater thermal comfort in a
more efficient and optimized manner. Control
of air quality, temperature and lighting
are constantly carried out and provide the
essential conditions for animal welfare.
In 2023, we inaugurated the first housing
facilities capable of providing natural light to
poultry in climate-controlled aviaries, creating
an environment similar to the outdoors.
The bedding in the aviaries is 12 to 18 cm
deep for turkeys, depending on the category,
and 10 cm 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.
In 2023, we committed to ensuring that all
new projects for housing sow herds would
be built using the open pen model. Currently,
approximately 55.24% of the sow herd is housed
in group gestation. GRI FP11
Our animals are raised intensively, that is, in
facilities without access to external areas and
without grazing, with the exception of
Sadia organic line, in which the poultry have
access to the external area, according to
organic production standards.
Percentage of species by housing type
transportation
In the transportation of live cargo, a work
committee carries out inspections and supports
the implementation of good practices in
situations of risk or accident involving live
cargo. The vehicles used to transport animals
are dedicated and designed for this purpose,
suitable for the species and stage they are used
for. Aspects such as distance, density, speed,
travel time, and temperature are taken into
consideration for the transportation of these
animals. All vehicles are tracked, monitored and
have a camera to check the driver and road
conditions, in addition to the use of the fatigue
sensor. In poultry transport, in 2023, we increased
the use of cages with anti-opening locks.
Type of housing %
Turkeys
Chickens
Swine
Low acclimatization (yellow or blue curtains)
Conventional curtains (open and making full use of the natural
conditions of the space)
High acclimatization (black x silver curtains with the
use of cooling equipment to cool the environment and humidifiers)
Collective gestation
Individual gestation
12.5
87.5
0
0
0
30.1
22.9
47
0
0
0
0
0
55.24
44.76
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poultry
1
Space for movement: in line with the
European directive, considered to be one of the
best in the world, we stipulate the mark of 39
kg/m² as the maximum density for the housing
of poultry (both in our own installations and in
those of our integrated partners). Around 52%
of broiler chickens farmed by BRF globally are
slaughtered with a density of less than 30 kg/m².
8
9
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.
Physical changes: Broiler chickens do not
undergo physical changes during their lifetime.
The cutting turkeys are 100% beaked in the
hatchery using laser equipment (1/3 of the beak
is cut in a region where there are fewer nerve
receptors). The chicken matrices are 100%
beaked in the hatchery using laser equipment
(1/3 of the beak is cut in a region where there
are fewer nerve receptors). At the end of last
year, we started the process of evaluating
batches of females not debugged for internal
evaluations and adjustments to the production
process. GRI FP 10
2
Cage-free: 100% of the poultry are raised cage-
free and the matrices producing fertile eggs
have access to a nest, a structure necessary for
the exercise of their natural behavior. We do not
produce eggs for sale, something that happens
only in the case of infertile eggs. All eggs that
end up being sold are considered cage-free.
3
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.
4
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.
7
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.
10
Transportation: the
transportation of turkeys
and chickens is performed in
accordance with the directives
of the Corporate Committee
on Live Cargo Transportation.
6
Respect for regional criteria: we
also respect the specific cultural,
religious and market demands of
our clients and certifications.
5
Rest time: we respect a minimum
of 8 hours of light per day and 4
hours of dark, thus following the
day/night rhythm and the proper
light intensity for each phase of the
animal, in each farming system.
11
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.
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swine
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.
5
Physical alterations: since 2021,
no swine has undergone ear
alteration (dent elimination). 100%
of the animals raised in the BRF
integration undergo tail cutting
until the third day of life. This
management is still necessary to
maintain the welfare of the animals,
to avoid cannibalism during the
growth and fattening phases. We
are working on the development
of an analgesic to minimize any
kind of discomfort caused by this
procedure. GRI FP 10
employee development
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animal welfare
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2
Freedom at the
installations: in accordance
with European directives,
considered to be amongst
the best in the world, all
fattening swine have freedom
of movement. The maximum
stocking density of swine at our
installations and at those of
our integrated partners should
follow the vertical system of
0.30m²/animal for the nursery
and 0.93m²/animal for swine in
the termination phase.
3
Weaning: the
minimum weaning
age should be 21
days, with an average
age of 25 days.
4
Castration: since 2022, no swine
has been submitted to surgically
castrated without anesthetic. In
the rare cases in which surgical
castration is still necessary (around
0.17%), it will be performed with
anesthetic. Currently, 99.87% of the
global male swine herd undergo
immunocastration that allows the
animal not to undergo surgical
intervention to be castrated. The
goal is that by 2024, 100% of male
swine will be immunocastrated.
The castration procedure is not
performed on swine matrices.
GRI FP 10
6
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 2023, we adapted
100% of the Concórdia unit in collective
accommodation and the adequacy of
more than 13 thousand positions made us
reach the rate of 55.24% of the appropriate
squad. SASB FB-MP-410a.1
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medicines
GRI FP12, SASB FB-MP-260A.1, FB-PF-260A.1
Our team of veterinarians evaluates and
coordinates biosecurity and animal welfare
programs to prevent diseases and maintain
animal health. We value the use of alternative
products to the use of antibiotics such as:
eubiotic programs, nutraceuticals and enzymes.
We do not use hormones or antibiotics to
promote animal growth in the integration
of poultry and swine.
As part of our continuous improvement process,
a series of advances related to the sanitary
control of the herds occurred in 2023, such as:
1 - Establishment of new vaccination protocols in
the breeding areas and in the broiler hatchery;
2- Development of work to evaluate alternative
products to the use of antibiotics; 3 - Review
of biosecurity protocols, which contributed
to maintaining the country's negative status
for avian influenza and Newcastle disease,
in addition to simulations to reinforce the
contingency plans for exotic diseases in the
country; 4 - Conducting a series of training
to train animal health teams, focused on
prevention and assertiveness of veterinary
health plans.
In relation to the use of antibiotics, we operate
in accordance with the scientific evidence of
antimicrobial resistance in the human population
and with the understanding of the World Health
Organization (WHO), that classifies antimicrobials
in three categories: critically important, highly
important and important.
The use of antimicrobials in BRF is done in a
rational and responsible manner, under the
prescription and monitoring of veterinarians.
The grace periods are strictly followed and
inspected by our team, ensuring the absence of
residues in the products. The inputs used in the
breeding of animals are provided exclusively by
BRF, ensuring adequate sanitary management.
All medications, when necessary, are recorded in
the batch monitoring form, as well as informed
to the Federal Inspection Service through
the Health Bulletin. Integrated producers are
prohibited from using or acquiring products on
their own under penalty of breach of contract if
any irregularity is found. In the Sadia Bio line, no
medicines are used in the breeding of animals, a
process certified by a third party.
For the pork chain, we strengthen vaccination
programs and the maintenance of good
production practices, resorting to the use
of antibiotics only when necessary. We are
aware that intestinal health is closely related
to the nutrition offered, so we have a technical
specification for each ingredient and we carry
out a quality control plan for raw materials and
feed. In the formulation of diets, we use the net
energy system and digestible amino acids. The
diets also use exogenous enzymes, in addition
to the use of synthetic amino acids. All this
increases the digestibility of the diet, improves
intestinal health by minimizing the
need for antibiotics.
In 2023, due to the health challenges faced
by Brazilian poultry farming and valuing the
maintenance of poultry health, one of the pillars
of animal welfare, there was an increase in the
use of antibiotics in the poultry chain, with 4.5%
of broilers slaughtered at BRF being medicated,
with an annual consumption of 9.87 mg/kg. For
the turkey chain, the annual consumption was
50.52 mg/kg of antimicrobials¹.
¹ Numbers still based on the classification of revision No. 6, 2019
of the WHO document. And that in the year 2024 it will continue
based on the classification of revision No. 7, of 2024.
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natural resources
GRI 3-3 [Climate change, water and energy]
Promote the appropriate use of natural
resources and reduce the impacts of our
activity, reducing emissions and waste
generation, are fundamental for a company
of our size. As important as this purpose is
to pay attention to climate change, that affect
the future of our business.
We have an environmental management system,
the HSE Policy and guidelines based on ISO
14001 and in prospecting for opportunities and
risks of our activity as tools for our management
of natural capital.
All industrial and agricultural units of Brazil
and International (Arab Emirates and Türkiye)
monitor effluents, waste, atmospheric emissions,
noise, odor, environmental grants and licenses.
These data are managed through the Index
of Environmental Sustainability (ISA). In 2023,
the ISA reached a percentage of attendance of
93.4%. The target was 91.7%.
In a decade, from 2014 to 2023, our
environmental investments reached the mark
of 432 million euros, destined to projects with
environmental benefit and that meet one or
more eligibility criteria established by the green
bonds issued by BRF. In 2023, the investment
surpassed the R$30.9 million
(or 5.7 million euros) mark.
environmental
management
Sustainability and Health, Safety
and Environment (HSE) policies
are the main references for our
environmental management. It is
complemented by standards such
as ISO 14001, programs such as
+Excellence and the Operational
Excellence System (SEO), in addition
to the laws and regulations of the
locations where we operate.
seal attests to
good practices
Our Kezad unit in the United Arab Emirates has
been awarded the “Green Label Industries” seal
of good environmental practice for the second
year in a row. The seal, promoted by the Abu
Dhabi Environment Agency (EAD), is awarded
to companies that have excellent performance
in their operations, aligned with environmental
practices, promoting the preservation of natural
resources and reducing environmental impact.
The criteria for obtaining the seal are
efficient management and preservation of
natural resources, reduction of pollution,
environmental compliance of the facilities and
environmental innovation.
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
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water
GRI 303-1
Field activities (animal farming and grain
production) and factories (conversion of animals
and raw materials into food for consumption)
rely on water as a critical resource for their full
functioning. Therefore, we follow strict quality
standards that ensure compliance with all
regulations of the Ministry of Agriculture on
the consumption and quality of water in the
processes and with the limits of quantity and
quality in our water and effluent grants.
We seek to participate in the River Basin
Committees in the regions where we operate,
in addition to participating in the Water WG
of the Brazil Network of the United Nations
Global Compact. In addition to ensuring
compliance with legal requirements, we value
the efficient use of resources, focusing on
prioritizing the reuse and reuse of water,
whenever possible. Among our main goals is
to reduce water consumption in our industrial
operations by 13% by 2025. This percentage
is currently 8.41%.
In 2023, we invested R$22.5 million in projects
to optimize our water consumption.
Our main initiative to improve our management
is to increase the so-called capillarity of
measurements and management of Water Maps
in the units, that is, to measure more and more
and better the processes and their stages.
Actions to reuse water, avoiding new collections,
reducing waste and automating processes to
rationalize consumption are also practices we
adopt to reduce our water footprint.
We can highlight the Bandirma unit
(Turkey), where around 50% of the
volume of water consumed by the plant
already comes from a reuse system
and; Abu Dhabi (United Arab Emirates),
the percentage is 29%. In Brazilian
operations, reuse and reuse jumped
from 11% in 2020 to 16% in 2023, and
continues to evolve.
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in the production chain
In the production chain, through the Code
of Conduct for Business Partners, we inform
about the need to maintain regularity with
environmental legislation, which includes
water use grants and their conditions. For
our Members, our management includes
monitoring and guidance for regularity of
grants and their conditions on farms. The
efficient use of water (with actions that
include the use of rainwater) is a criterion
for evaluating the compliance index and,
consequently, is part of the evaluation
of the Outstanding Integrated Producer
Award, which recognizes and rewards the
best interated producer.. Find out more in
Supplier and Supply Chain Management.
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SASB FB-MP-140a.2, FB-PF-140a.2
Throughout 2023, a total of 56,843.69
megaliters (ML) of water were collected from all
BRF production units to carry out our activities,
a small increase compared to the previous year.
Almost all of the water captured in 2023 was
properly treated before being returned.
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in the production chain
With the increase in drought situations, we have encouraged our integrated
producers to manage water in an increasingly rational way and use technologies
to promote treatment and reuse. The effective implementation of initiatives and
technologies is at the discretion and under the responsibility of the members,
with no managerial or financial interference from BRF.
In many cases, reinforcement in some controls, small process changes and the
exchange of simple parts of the property's water system can bring considerable
reduction in the use of potable and reusable water, ensuring adequate quality
supply and preserving animal welfare.
For poultry and pork farmers, it is essential to monitor the consumption and
water levels in the artesian wells that supply the properties. The control assists
in verifying the availability of the resource and in meeting the requirements of
environmental agencies, comparing consumption proposed and carried out
according to technical tables.
Another important factor is the routine check for leaks along the supply network
(such as in drinking fountains, connections, quick couplings, hoses, taps, pipes
and pumps). The producer must establish a schedule for corrective and preventive
maintenance, create water consumption control documents considering the
animal husbandry systems he has in the area, as well as irrigation.
It is also recommended to perform flushing (water exchange in aviaries)
intermittently, and not continuously. The roofs of the farms can be used as
rainwater collection points, and it is necessary to install gutters and water
conductors for storage.
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water vulnerability
We assess water risks in the locations where
we operate in order to understand the specific
impacts of our company in these regions and,
consequently, reduce our water consumption
and exposure to the risks of lack of water
supply in the units.
To assess the water vulnerability of our
production units, as of 2023, we started using
the Water Risk Filter (WWF) tool, recommended
by CDP. The change in the analysis tool allows
us to have results even closer to the reality
of our operations and chain. The Water Risk
Filter recommends that the water vulnerability
index considers factors internal and external
to the operation, in view of the micro-region in
which its units are located. It considers aspects
that make the business more dependent
on the resource in a specific region, such as
quality, quantity, regulation and conflicts over
water use. The analysis also considers the
responsiveness of water treatment plants and
our production units.
The WWF methodology defines an exposure
score for each of them and, from this data,
we plan preventive and corrective measures.
Its application aims to build a water
vulnerability map of our operations, compare
risk indicators between units and subsidize
projects and investments to mitigate risks.
In the case of Brazil, a country of continental
dimensions, it is essential that our integrated
chain is located very close to the production
units so that the transport of inputs, feed
and eggs is feasible both from the point
of view of financial resources and animal
welfare. Considering these criteria, the water
vulnerability tool provides an assessment of
the micro-region that covers the context of the
locations where our integration is inserted.
The analysis data show that, historically, the water
stress events recorded in the integration occurred
when the manufacturing units were being
impacted by severe water shortages. However,
not always when manufacturing units were
impacted by water scarcity, the integration chain
was affected. This is because our integration chain
essentially uses well water and groundwater. Most
of these events are recorded in the southern
region of Brazil. More details can be found in our
response to the CDP Water questionnaire.
Total volume of water collected in all areas and areas with water stress, by source (ml)
GRI 303-3, SASB FB-MP-140a.1, FB-PF-140a.1
Source1
All
areas
Areas of water
stress2
All areas3
Areas of water
stress2
All
areas
Areas of water
stress2
2021
2022
2023
Surface water4
36,754.83
Groundwater
21,132.51
Third parties water
1,790.57
Total
59,677.91
-
-
-
-
36,579.76
19,261,483
36,963.22
10,941.32
18,974.24
-
-
-
1,571.46
18,309.01
2,586.77
55,554.00
19,261,483
56,843.69
170.01
13,698.1
¹ Fresh Water (≤1000 mg/l Total Dissolved Solids)
² Information not available in 2021
³ Baseline defined in 2020, in alignment with natural resources commitments, considers all Brazilian
and International manufacturing units, including feed plants. BRF will evaluate the expansion of the content scope for the coming years.
⁴ Includes water purchased from thirdparties
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125
effluents
GRI 303-2
The effluents generated by our operations are
mainly composed of proteins and fats, as well
as biodegradable detergents used in sanitation
processes. We treat 100% of these effluents in
accordance with the standards established by
environmental legislation and constantly monitor
the water quality of the rivers where we collect
and then release the effluent after treatment.
All our units that generate effluent comply with
legal discharge standards. In units where there
is no state or municipal legislation, we follow the
federal determination. The units are licensed by
the competent environmental agencies and, in
most licenses, certain parameters are determined
to be monitored with a certain frequency,
guidance reinforced by our internal standards.
In addition to the determinations mentioned in
the previous paragraph, the ISA indicator verifies
compliance with the quality of the effluent. BRF's
production units have a monitoring regime
for their effluent treatment plants and must
comply with the environmental conditions of
our licenses, in addition to considering the
minimum standards necessary to ensure the
controls of our processes. The efficiency of our
effluent treatment plants, attested by external
laboratories accredited by Inmetro, reached
98.76% in a universe of 23,290 analyzes to attest
to the quality of the effluent treated in 2023.
Throughout the year, we received two assessments
from environmental inspection agencies regarding
non-compliances related to water and effluents.
Both cases were due to events that occurred
in 2022, due to non-compliance with effluent
discharge parameters at the Lucas do Rio Verde/
MT (hatchery) and Paranaguá/PR (industry) units.
In Paranaguá, it was a specific incident that was
promptly resolved. In Lucas do Rio Verde, there
were occasional non-standard BOD (Biochemical
Oxygen Demand) analyzes. In this case, an
improvement project was implemented with an
activated sludge system, started in July 2023,
which has already solved the situation, resuming
compliance. We filed an appeal/defense for
both cases and await a response from
environmental agencies.
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Total volume of discarded water,
by source (ml) GRI 303-4
Source
2021
2022
2023
Surface water
51,010.41 46,038.68
55,399.81
Municipal
collection network
11.53
5.78
127.83
Soil
Total
14.89
71.77
166.21
51,036.83 46,116.23
55,693.85
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biodiversity and forest management
GRI 304-1
Biodiversity is a material topic for BRF and our
main responsibility in relation to it is to provide
a deforestation-free supply chain. This implies
ensuring traceability (read more in Traceability and
socio-environmental monitoring) throughout the
entire cereal chain, promoting best practices in the
value chain and adhering to solid practices in the
management of biodiversity.
We comply with current legislation, which covers
topics such as vegetation protection, permanent
preservation areas and Legal Reserve areas,
forest exploitation, supply of forest raw material,
control of the origin of forest products and control
and prevention of forest fires. In addition, our
integrated producers follow our conservation
standards, ensuring that their impacts can be
considered small.
We have forest assets for the production of
biomass as an energy source, totaling 27,000
hectares distributed across eight Brazilian states
and 196 farms (97 own farms, 91 leased and 8
standing forest purchase farms).
Species belonging to the genus Eucalyptus
comprise 96% of this area, while 1.1% are
covered by Pinus and 0.5% by other tree genera
(such as araucaria, bamboo and mimosa). The
remaining 2.4% are open areas that are awaiting
the next planting cycle.
Of our farms, two are within a Conservation Unit
(the Devonian Escarpment State APA) and 40 to
10 kilometers from some conservation unit.
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25
within very
high level
area of
biological
importance
18
within
extremely high
level area
of biological
importance
115 forestry production units
in priority areas for conservation
2
within high
level area
of biological
importance
19
at a distance
of up to 10 km
of area with
an extremely
high level
of biological
importance
units7
units44
at a distance
of up to 10 km
of area with
a very high level
of biological
importance
at a distance
of up to 10 km
of area with
a high level
of biological
importance
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climate change
GRI 201-1, 305-1, 305-2, 305-3, 305-4, SASB FB-MP-110a.1, TCFD 2.c
our 4 priority fronts
Climate change and the failure to contain
it are among the main global risks for the
coming years, according to the recent report
published by the World Economic Forum. These
changes have the potential to affect our costs
and operating results, including increasing
the prices of agricultural commodities, and
therefore are among the priority topics of our
sustainability strategy.
To mitigate its effects and contribute to the
strengthening of a low-carbon economy, we
have made a commitment to be a Net Zero
company by 2040, contributing to global efforts
against global warming. Our action plan is based
on 4 work fronts: sustainable purchase of grains,
promotion of low-carbon agriculture, increased
use of renewable energy and increased
operational efficiency, and we have taken
concrete steps in this direction.
We have established actions to reduce, by 2030,
35% of Scope 1 (direct emissions) and Scope 2
(emissions related to electricity consumption)
emissions; 12.3% of Scope 3 emissions (indirect
emissions in the value chain); and, by 2040,
neutralize residual emissions. The goals of
Scopes 1 and 2 are based on the year 2019 and
Scope 3, on the year 2020.
Since 2021, we have maintained the Net Zero
Committee formed by senior leadership and
representatives from the technical areas, with
the objective of accelerating and monitoring
the implementation of the various actions. In
partnership with Fundação Getulio Vargas,
we developed an internal carbon pricing
methodology, which provides a more accurate
identification of the costs associated with the
company's various emission reduction options.
This identification facilitates the comparison and
prioritization of mitigation actions.
In 2023, we revised our goals following the
new flag (Forestry, Agriculture and Land
Use) methodology, developed specifically
for organizations operating in these sectors.
The updated challenges were submitted in
December 2023 for approval by the Science
Based Targets (SBTi) initiative and reflect the
ambition to limit global warming to 1.5°C,
as set out in the Paris Agreement.
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Sustainable grain purchases
Deforestation-free supply
chain by 2025
Find out more on page 78.
low-carbon agriculture
Scale up the use of solar energy
in our integrated producers
Find out more on page 127.
Renewable energy
Wind and solar sources
+50% energy from clean
sources by 2030
Find out more on page 134.
Operational efficiency
New effluent and waste
treatment technologies.
Page 137.
Sustainable Distribution
Centers. Page 15.
Logistical efficiency and
alternative fuels. Page 50.
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We participated in COP28, held in Dubai,
in December 2023. At the most important
climate event in the world, promoted by the
United Nations, we had the opportunity to
announce our commitment to expand our grain
traceability goal to 100% of the biomes where
we operate by 2025, as well as to maintain a
supply chain, both directly and indirectly, free
from deforestation.
During meetings involving researchers,
policymakers, and company representatives, we
presented the progress of our climate agenda
and our actions in the food system within our
Sustainability Platform.
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We linked our sustainability goals to the
US$150 million loan, signed in March
2023, with First Abu Dhabi Bank, the
largest bank in the United Arab Emirates
and announced during COP28, in Dubai.
The credit line, based on the
"Sustainability Linked Loan" concept,
links interest reduction to the
achievement of goals, and will allow
the Company to expand its business in
the region and ensure that this growth
meets its sustainability objectives. The
reduction of emissions from scopes 1
and 2, and the increase in clean energy
consumption will be the performance
indicators linked to the loan.
This is the first time we have used a
sustainability-linked loan in the Middle
East and North Africa region, strategic
for BRF.
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inventory
We are one of the 27 founders of the
Brazilian GHG Protocol Program and for
more than a decade we have published in
the Public Registry of Emissions an inventory
of greenhouse gas emissions. Since 2009, we
have been part of B3's Carbon Efficient Index
(ICO2) portfolio, and for more than ten years
our inventory has been awarded the Gold
Seal by the Brazilian GHG Protocol Program,
which certifies us with the highest level of
the program, bringing transparency and
reliability to the reported data. In 2023, we
advanced in the mapping of the value chain
(scope 3), which includes producers and
other suppliers.
From the Scope 3 mapping, we identified that
the greatest impact of GHG emissions is on
the supply chain. The main sources include
the use of the soil in the production of grains,
the management of manure in the breeding
of animals by the integration system and the
transport along the chain. When evaluating
our own activities, stationary sources are the
most relevant due to the amount of fuels
required by the processes; however, because
we have more than 90% of our energy matrix
from renewable sources, this impact is
significantly reduced.
Variables considered
in the measurement of GHG emissions
Scope 1
Scope 2
Scope 3
Electricity
purchases
Purchase
of thermal
energy (steam)
for electricity
production
Stationary combustion:
burning of fuel used in boilers,
engines, generators
Mobile combustion: GHG
emissions from the burning
of fuel used in mobile
equipment and vehicles
Treatment of solid waste and
wastewater: generation of animal
husbandry waste, composting
of industry waste and dead
animals, wastewater treatment
Fugitives: use of refrigerant gases
(cold rooms, air conditioning)
and other substances for
the slaughter process of
animals (CO2), manufacture
of soybean oil (hexane)
Agricultural: soil fertilization
using poultry litter waste,
conventional fertilizers and
effluents from swine manure
Change in land use: forest fires
and removal of forest areas
Purchased goods and
services (poultry and swine
farming, acquisition of grains,
oils and their derivatives)
Capital goods
Acquisition of
fuel and energy
Transportation and
distribution of inputs, animals,
products, by road and sea
Waste generated in the
operations and destined
for third parties
Air, road and sea travel
Employee commuting
(home-work)
Processing of products sold
End-of-life treatment
of products sold
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emissions
GRI 305-1, 305-2, 305-3, 305-4
We ended the 2023 cycle with a 21% reduction
in total emissions linked to Scope 1 and 2,
when compared to the 2019 baseline, mainly
encouraged by the prioritization of renewable
energy consumption, with proven traceability.
Compared to 2022, the sum of Scopes 1 and
2 increased 6%, due to the higher incidence
of forest fires. Regarding Scope 3, there was a
small increase compared to 2022 and baseline
2020, driven by the purchase of grains
and derivatives.
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GHG emissions (tCO2e)1 GRI 305-1, 305-2, 305-3, 305-5, TCFD 4.b, SASB FB-MP-110a.1
Baseline
2019
2021
2022
2023
Scope 1
Total gross emissions of CO2e
337,066.52
318,393.38
299,853.23
337,848.21
Biogenic emissions - Scope 1
2,090,691.25
2,161,670.02
1,737,207.60
1,573,420.39
Variation
2019-2023
0.2%
-25%
Scope 2
Total gross emissions of CO2e - approach
based upon the location
Reductions arising from indirect emissions
from the acquisition of renewable energy
Total gross emissions of CO2e - Approach
based upon the choice of purchase
Scope 3
240,799.08
319,563.93
159,488.08
157,022.96
-35%
-
78,940.94
29,656.83
39,137.45
-
240,799.08
240,622.99
129,831.25
117,885.51
-51%
Baseline
2020
2021
2022
2023
Variation
2020-2023
1.54%
-4.28%
Total gross emissions of CO2e
30,634,476
31,977,129
30,149,412
31,106,766
Biogenic emissions - Scope 3
44,447
45,034
43,147
42,544
Intensity of GHG emissions1 GRI 305-4
Total GHG emissions (tCO2 equivalent)
559,016.37
429,684.48
455,733.73
Greenhouse gas emissions (GHG) intensity
0.104
0.084
0.093
2021
2022
2023
¹ The total GHG emissions (tCO2equivalent) considers the sum of Scopes 1 and 2. The Emissions Intensity is calculated by the absolute
GHG emissions (tCO2 equivalent) of Scopes 1 and 2 by 2023 production (t). The data consider 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
Scope 1 and Scope 2 are audited by a third party. In 2023, Scope 3 (baseline year 2020 and year 2023) was audited.
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energy matrix
GRI 302-1, SASB FB-MP-130a.1, FP-PF-130a.1
We prioritize the use of renewable sources
in our energy matrix, reaching a percentage
higher than 90% of the total, between fuels and
electricity. The greatest contribution is from
biomass, from own reforestation areas, used for
steam generation in our production processes.
In 2023, we invested R$ 8.4 million in projects
for better energy use in our Company.
Through the BRF Energy Excellence
Program, we seek to promote sustainable
energy consumption in manufacturing and
administrative operations. In the program,
performance indicators are established and
energy consumption is monitored in the
different production processes, considering
the lines, categories and products developed.
Activities in distribution centers, agriculture and
administrative areas are also managed.
We also maintain the BRF Energy Committee,
formed by the Engineering, Controllership and
Procurement teams, which meets monthly to
monitor initiatives and study ways to reduce
consumption. In addition, we consider in
our decision-making the improvement of
the acquisition cost, the search for strategic
partners in the development of sustainable
projects, the approval of consumption
reduction projects and the guarantee of
internalization of the program guidelines for
the production units.
We maintain annual goals to improve use
efficiency and an investment plan for the
coming years, in order to increase the
percentage of our own generation. We adopt
annual investment plans to allocate our own
resources for technology upgrades and the
purchase of more efficient equipment.
In 2023, considering only the energy
consumption within BRF, the energy intensity
was 5.97 GJ/ton produced, 4% less
than in 2022.
Energy intensity1 GRI 302-3
(GJ/ton produced)
2021
2022
2023
5.95
6.23
5.97
¹ Energy intensity is calculated by dividing the energy consumption
within the organization (GJ) by the production in 2023 (t). Only the
consumption of electricity and steam within the organization is
considered.
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control procedures for freezing tunnels, the
implementation of automatic and variable
controls for compressed air equipment,
and the upgrading of lighting technology in
factories to LED systems. In addition to these
initiatives, we take advantage of the resources
made available through Energy Efficiency
Programs of energy distributors, under the
recommendation of the National Electric Energy
Agency (Aneel), with actions such as replacing
common electric motors and pumps with high-
efficiency equipment, which also has impacts on
greenhouse gas emissions.
Total energy consumed1 (GJ) GRI 302-1, SASB FB-MP-130a.1
2021
2022
2023
Fuels from non-renewable sources
1,801,979.10
2,006,542.35
1,773,317.73
Fuels from renewable sources
21,764,940.30
21,590,928.10
19,452,560.72
Energy consumed
Total energy consumed
Energy sold2
8,471,931.45
8,278,849.99
8,035,463.68
32,038,850.85
31,876,320.43
29,261,342.13
0
1,308,728.90
1,821,891.32
¹ The premise for accounting considers energy measurement taken at the production units.
² The electricity sold refers to electricity sold on the free market that was not consumed and has already been deducted from the total
energy consumption, avoiding double counting of consumption.
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Consumption of non-renewable fuel sources in GJ GRI 302-4
Energy consumed offsite (GJ) GRI 302-2
BPF
Diesel oil
Natural gas
Gasoline
LPG
Shale
2021
2022
29,326.59
115,886.21
104,197.20
106,108.37
2023
14,692.81
71,459.88
2021
919,260.80
1,008,166.65
1,017,443.25
2022
112,398.00
192,067.40
146,518.19
522,349.83
460,499.07
523,003.71
114,446.68
123,118.66
117.73
2023
5,976,170.46
5,683,380.00
6,334,177.31*
Illumination kerosene
Acetylene
0
0
689.7
0.46
0.42
0.76
Fuel consumption from renewable sources in GJ GRI 302-1
* As of 2023, we will include new categories, such as international transport, in the
calculation.
Other emissions
Emissions of substances that deplete the ozone layer
(ODS)1 in tCFC-11 equivalent GRI 305-6
Cane alcohol
Biodiesel
2021
2022
2023
132,263.09
106,565.32
127,257.99
6,462.02
0
7,035.31
Total ODS Produced
Vegetable or animal oil
160,046.46
73,334.28
68,158.71
Biomass (reforestation wood)
21,466,168.70
21,411,028.51
19,250,108.71
Atmospheric Emissions GRI 305-7
Total
21,764,940.27
21,590,928.10
Nox
Sox
2022
1,365
2023
810.21
2021
20221
2023
1,962.7
1,264.82
879.34
284.05
160.53
135.44
Energy consumed (purchased) in GJ
Electricity
Steam
Total
2021
2022
2023
Particulate Matter (PM)
2,776.13
1,730.11
1,351.46
8,471,931.45
7,857,943.80
8,035,463.68
Carbon monoxide
5,444.30
6,153.26
2,870.61
Hazardous air pollutants (HAP)
0
0
0
-
420,906.18
467,602.90
8,471,931.45
8,278,849.99
8,503,066.57
1 Revised values. GRI 2-4
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energy
GRI 302-1, 302-2, 302-3
In addition to striving for efficient use of
electricity, we aim to increase the share of
electricity from clean sources to 50% by 2030 in
BRF, thus leveraging our Net Zero commitment.
To achieve this, we have entered into
agreements for the implementation of clean
energy projects, including the establishment,
on August 16, 2021, of a joint venture with AES
Brasil for the construction of a self-generated
wind complex at the Cajuína Wind Complex,
Rio Grande do Norte. It will have an installed
capacity of 160MW, generating 80MW, which we
will acquire through a 15-year power purchase
agreement. The estimated investment for the
project is approximately R$985.0 million, which
corresponds to R$6 million/MW installed,
with an approximate direct investment
of R$92.1 million by BRF, to be disbursed
during the project's development. Power
supply began in 2024.
There is also a joint initiative with Intrepid
Participações S.A. to implement a solar
energy self-generation park in the
Brazilian State of Ceará.
In 2023, 8% of our electricity consumption
was supplied by clean energy, with
proven traceability, of which 4% was self-
generated. In December, these numbers
reached 16% and 14%, respectively.
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
in the production chain
With our producers in mind, we entered
into an agreement with Banco do Brasil
to provide R$ 200 million in facilitated
financing, with lower interest rates, to
finance investments in the installation of
solar panels on the integrated farms, while
also providing commercial, technical, and
legal support. Additionally, we continue
to pay producers based on their energy
consumption before the implementation
of the panels, regardless of any reduction
in the partner's bill. The producer with
a photovoltaic system installed on their
property may improve their income
based on their score on the Structural
Checklist, according to the criteria outlined
in the program, which contributes to
the value received by the integrated
producer. In 2023, 57% of the volume of
poultry produced came from integrated
producers with photovoltaic energy on their
properties. Find out more in Supplier and
Supply Chain Management.
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circular economy
and waste management
GRI 306-2
Optimizing resource use to the fullest extent
possible is the principle of the circular
economy. In the case of BRF, the poultry and
pork slaughter process generates materials
unsuitable for human consumption, which we
refer to as by-products.
Our business unit BRF Ingredients (BRFi)
puts circularity into practice by generating
ingredients for the Animal Nutrition, Food
Ingredients, Human Health, and Plant Nutrition
markets. Through innovation, efficiency, and
sustainability, we produce high-value-added
items from by-products, which become raw
materials for our agricultural chain.
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
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for each raw material, several products
circularity
products
by-products
1.3M
tons
per year of
raw material
Raw material:
Raw material:
Our raw material is intact, safe and
Our raw material is intact, safe and
fresh. It represents 30% of the by-
fresh. It represents 30% of the by-
products from poultry and pork
products from poultry and pork
slaughter, such as bones, viscera,
slaughter, such as bones, viscera,
feathers, fat, and blood, collected
feathers, fat, and blood, collected
from the BRF production process.
from the BRF production process.
present in
8
countries
+ 100
clients
Clients:
Health and nutrition
industries and internal
consumption within
BRF itself.
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
31
production
units
Technology and innovation:
We transform BRF's wealth of raw
materials into high-value-added
ingredients.
find out +
at https://www.
brfingredients.
com/pt-br/
+ 770
employees
direct
Market segments:
Animal
Nutrition
Human
Health
Plant
Nutrition
Food
Ingredients
+ 3.5
thousand
cargo
movements/
month
Supply
we act with integrity and simplicitysafety as a commitmentquality is in everything we do5BRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementannexes 137
solid waste and packaging
GRI 306-1, GRI 306-2
Our waste management is conducted through
reduction, recycling, and reuse of materials
throughout the value chain – from suppliers
to the post-consumer phase. Therefore,
our waste management includes a series of
standardized procedures and tools for control
and management, in line with our Operational
Excellence System (SEO) and the +Excellence
program, as well as regulatory documents
covering all our activities.
At the units, the Solid Waste Management Plan
and the Healthcare Services Management Plan
guide the packaging, segregation, collection,
sorting, storage, transportation, and disposal
of generated waste to ensure compliance with
legislation and the good practices established in
internal programs and norms.
One of the initiatives related to waste
management is the transformation
of organic waste into biofertilizers, through
the composting process.
as well as dashboards for data management on
waste and on third parties storing, transporting,
and disposing of waste. This allows for a more
qualified analysis of the information.
With detailed management of this data, we
were able to identify opportunities and define
strategic actions, resulting in 98% of the waste
being reused (i.e., diverted from final disposal
initiatives such as landfill or incineration) in
2023, compared to 78% in 2022, despite a 11%
increase in the amount generated.
The waste we generated was directed to
composting, recycling, and other recovery
operations at licensed companies, reintroducing
them into the production chain, thus adding
new value to materials already extracted from
nature. Currently, over 98% of the waste is
recycled, recovered, or reused throughout
the value chain – from suppliers to the post-
consumer phase.
In 2023, we created indicators and implemented
tools such as software to ensure traceability and
environmental regulatory compliance of waste,
All waste outputs from our facilities are
accompanied by a Waste Transport Manifest
and Invoice, along with their respective Final
Destination Certificate (CDF).
in the production
chain
We conduct annual audits on
waste suppliers for the approval
of partnerships and their
maintenance.
Hazardous waste is generated in smaller
quantities and with strict controls, causing no
significant environmental impact. In any case, in
emergencies, we have an Emergency Response
Plan that includes a contract with a specialized
company for spill and leak response.
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
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Waste generated by category in tons GRI 306-3
Waste according to destination (2023) GRI 306-4, GRI 306-5
Hazardous
Non-hazardous
Total
2022
1,310.74
474,551.77
475,862.51
2023
1,270
Hazardous
527,717
Non-hazardous
528,987
Total
Deviated from disposal (t)
Intended for final disposal (t)
303.16
437,368.84
437,672.00
967.08
9,347.75
10,314.83
Total waste for disposal, by composition, in metric tons (t)1 GRI 306-5
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
Composition
Hazardous
Incineration
Industrial landfill and autoclaving
Others
Non-hazardous
Incineration
Incorporation into the soil
Industrial landfill and autoclaving
Others
Total
2021
2022
2023
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
1,079.97
884.29
195.68
-
115,979.72
-
-
115,979.72
-
117,059.69
1,071.62
-
1,071.62
-
102,796.52
-
-
102,796.52
-
103,868.14
967.08
471.07
495.04
0.97
90,347.74
11,777.46
-
74,674.15
3,896.13
91,314.82
¹ There is no disposal of waste on site.
Note: In all tables, data does not include administrative units.
we act with integrity and simplicitysafety as a commitmentquality is in everything we do5BRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementannexes 139
Total waste diverted from disposal, by recovery
operation, in tons GRI 306-4
packaging
GRI 301-3, SASB FB-PF-410a.2.
Type of waste
2021
2022
2023
Hazardous
Recycling
Re-refining
Reuse
Recovery
On-site storage
Outside the organization
504.56
284.20
220.36
-
-
-
239.12
239.12
303.16
230.16
-
-
-
-
-
-
73
-
Non-hazardous
280,087.01
371,755.17
437,369.54
Recycling
67,347.29
77,291.80
50,609.63
Composting
209,733.88
281,318.67
-
Reuse
Recovery
Total
242.96
13,144.70
21,815.85
2,762.88
0
364,944.06
280,591.57
371,994.29
437,962.70
Throughout our value chain, post-consumer
packaging waste is generated. Therefore, we
prioritize recyclability in the development of
packaging and participate in recycling incentive
programs such as "Reciclar pelo Brasil" and the
"Eureciclo" seal for Qualy packaging.
We are committed, as part of our Sustainability
Platform, to achieving 100% recyclable, reusable,
and biodegradable packaging by 2025. In
2023, we progressed from 83% to 87% in Brazil
and reached 93% internationally. Overall, the
index was 88%. With our R&D department,
we optimize structures and study alternatives
without risk to consumer health and safety
to minimize unnecessary generation of post-
consumer waste. We also work on reducing
material weight and adopting alternative
materials that preserve product stability.
According to Anvisa guidelines, the use of
recycled materials in primary packaging, which
come into direct contact with foods produced by
BRF, is currently not permitted.
For some recyclable packaging, depending
on the product's appearance needs, we adopt
monomaterial structures that facilitate the
recycling process. This is the case with cardboard
boxes and rigid packaging used for margarine
production, which utilize recyclable materials.
In the production processes, damaged packaging
is sent for recycling, reducing environmental
impact. Additionally, part of the boxes we use are
produced from recycled cardboard.
We participate, through the Brazilian Association
of the Food Industry (Abia), in the Packaging
Sector Agreement in compliance with the
National Solid Waste Policy (PNRS), which
envisages a reduction of recyclable waste sent
to landfills, expansion of selective collection,
recycling of materials, among other actions.
We are a member of "Reciclar pelo Brasil"
Platform, along with other companies
committed to establishing reverse logistics
plans in the country, with a focus on increasing
the amount of recycled waste, expanding the
revenue of cooperatives, and improving the
income of involved waste pickers. Since its
inception until 2023, our participation in the
platform has promoted improvement
and management actions in 457 associations
and cooperatives in 252 cities across 26 states
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
we act with integrity and simplicitysafety as a commitmentquality is in everything we do5BRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementannexes in Brazil, surpassing 600,000 tons of recycled
materials, directly impacting over 4,600
cooperative members, and achieving an average
production of 47,230 kg/month of materials for
recycling.
In the 2023 Report of the platform, which
consolidates activities conducted until 2022, an
accumulation of 35 thousand tons of materials
was reached that were diverted from landfills
and dumps and sent for recycling. These results
refer to the platform as a whole, encompassing
all of its partners.
Also in 2023, we continued our commitment
to offset 100% of the Qualy margarine and
butter containers, in partnership with EuReciclo,
totaling 16,253 tons of polypropylene (PP)
recovered since 2021.
140
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
case
reverse logistics
12 thousand tons of plastic removed from nature
In 2023, we reached a historic amount of recycled Qualy packaging: 12
thousand tons (in May/23), equivalent, equivalent to the weight of more
than 10 Christ the Redeemer statues in plastic volume. To achieve this
milestone, our policy is to recycle 100% of the packaging produced. This
means that for every tub of Qualy sold, an equivalent volume of another
tub is recycled, ensuring that the consumer's purchase has a positive
impact on the environment.
The initiative is in partnership with Eureciclo, a waste management
company, which also contributes to job creation and income for
waste pickers and cooperatives. The project has already impacted
around 65 recyclable material sorting centers, which include waste
picker organizations, in 15 Brazilian States, benefiting over two
thousand families.
Preferred in its category¹ and the only margarine brand considered
iconic² by consumers, Qualy is also the only one in its segment to have
100% of its tubs offset. In 2023, we surpassed our goal of offsetting 7.5
thousand tons per year, and to celebrate the milestone of 12 thousand
tons of recycled plastic, we launched a special packaging with Eureciclo
and a television commercial. We ended the year
with over 16 thousand tons recycled.
¹ Brand Footprint survey by Kantar
² Brand Z survey by Kantar
we act with integrity and simplicitysafety as a commitmentquality is in everything we do5BRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementannexes in the production
chain
We recommend and encourage
producers to use waste as organic
fertilizer, according to an agronomic
project taking into account the
characteristics of the waste, soil, and
crop in production. This process, as
well as nutrient management planning
and compliance with environmental
licensing, is the same one we adopt
in our operations.
141
Materials used in production
and packaging1,2,3,4 (tons)
GRI 301-1, SASB FB-PF-410a.1
animal waste
SASB FB-MP-160A.1
In 2023, the total amount of waste and manure
generated by our operations (considering
swine waste and poultry litter) was 10 tons, and
100% of this amount is managed by a nutrient
management plan, in compliance with the
conditions of environmental licensing processes.
Regarding the same indicator in 2022,
the scenario remained stable.
Our practice is to treat swine waste in
anaerobic lagoons, followed by fertigation in
crop areas, according to a fertilization plan
guided by competent technicians. For poultry
litter, temporary storage is carried out for
fermentation, aiming at pathogen elimination
and mineralization. The material is
subsequently used as organic
biofertilizer in crop fields.
Name of the
material
2021
2022
2023
Aluminum
289.36
1,085.47
1,089.41
PS (polystyrene)
2,973.51
1,250.17
1,376.37
HDPE (High Density
Polyethylene)
LDPE (Low-Density
Polyethylene)
PET (polyethylene
terephthalate)
1,452.47
1,101.25
1,182.09
21,232.73
32,705.03
23,526.79
608.85
517.90
537.42
PP (polypropylene)
15,937.78
16,395.77
15,453.15
PVC (polyvinyl
chloride)
Others5
Reusables
Cellulose
Collagen
Pallet
1,736.80
-
0
33,831.20
31,272.05
19,188.18
1,598.78
-
1,606.85
155,289.86 135,825.67 142,065.52
2,029.27
2,375.62
444.62
63,771.68
13,163.59
19,040.02
Cellulose casing
3,124.29
3,753.45
2,965.63
PE (Polyethylene)
30.89
-
1,542.59
¹ Materials used in final product.
² Packaging volumes can also vary according to the volumes of items
produced by BRF.
³ The database for the composition and consolidation of this indicator
was extracted from SAP and covers the period from 2021 to 2023.
⁴ Refers only to operations in Brazil.
⁵ Starting in 2023, consumptions grouped under the category "Others"
were broken down by material type.
employee development
and well-being
BRF quality
animal welfare
natural resources
climate change
circular economy and
waste management
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142
integrated
report 2023
table of contents
about this report
message from the leadership
highlights
awards and recognitions
BRF: a food giant
we act with integrity
and simplicity
simple, agile and efficient
management
safety as a commitment
quality is in everything we do
6
annexes
how we prepare our report
GRI content summary
summary of Integrated
Reporting requirements
SASB tables
TCFD recommendations
GRI contents and
other indicators
complementary
information
independent limited
assurance declaration
credits
annexes
6
quality is in everything we doBRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementwe act with integrity and simplicitysafety as a commitmentannexes6
143
how we prepare our report
GRI content summary
summary of Integrated
Reporting requirements
SASB tables
TCFD recommendations
GRI contents and
other indicators
complementary
information
independent limited
assurance declaration
credits
how we prepare our report
GRI 2-2, 2-3, 2-5, 2-14
This report covers the period from January 1st
to December 31st, 2023, encompassing all our
operations in Brazil and international markets
(factories, farms, distribution centers, innovation,
commercial and corporate offices), the same
entities described in the Financial Statements.
The sustainability indicators encompass
various topics throughout our supply chain,
such as food quality and safety, animal welfare,
development of our human capital, actions
against climate change, and responsibility in
the value chain. When applicable, sections
presenting distinct data for companies
are signaled in the text, and the different
approaches are described in the footnotes
of the indicators.
As in previous cycles, we adopted as references
for this report the Global Reporting Initiative
(GRI) Standards, in their most recent version
(2021); the Integrated Reporting Framework
of the IFRS Foundation; and the indicators of
the Sustainability Accounting Standards Board
(SASB). We also reference our commitments and
actions linked to the Sustainable Development
Goals (SDGs) and the United Nations Global
Compact, of which we have been signatories
since 2007.
Other market references we consider
include requirements such as the Corporate
Sustainability Index (ISE) of the Brazilian stock
exchange (B3), and the Dow Jones Sustainability
Index (DJSI), of the New York Stock Exchange; as
well as the criteria of the Brazilian Association
of Publicly Traded Companies (Abrasca).
The economic and financial data are linked to
our financial statements, available here, and
follow Brazilian standards and International
Financial Reporting Standards (IFRS), in
accordance with the standards of the Brazilian
Securities and Exchange Commission (CVM)
and the United States Securities and Exchange
Commission (SEC). Reviews of specific indicator
information and scope variations are detailed
in footnotes. The data has been assured
by independent external audit, KPMG,
and approved by the Executive Board
and the Board of Directors.
The integrated report, including the materiality
chapter, is submitted for approval to the BRF's
Board of Directors. The approval is included in
the agenda of the regular meeting and recorded
in the minutes of the meeting. Our leadership
takes responsibility for this report and approves
it, as well as strives for the correct application
of integrated thinking in the conception and
structuring of the document. GRI 2-14
quality is in everything we doBRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementwe act with integrity and simplicitysafety as a commitmentannexes6 144
GRI content summary
Declaration of use
BRF reported in compliance with the GRI Standards for the period between January 1 and December 31, 2023
GRI 1 used
Foundation 2021
Applicable GRI Sector Standards
Not applicable
GRI Standard
Content
Location
GRI 2: General Disclosures 2021
The
organization
and its
reporting
practices
2-1 Details of the organization
2-2 Entities included in the organization’s
sustainability reporting
2-3 Reported period, frequency and point of
contact
171
143
143
2-4 Restatements of information
34, 89, 103 and 133
2-5 External assurance
170
Activities and
workers
2-6 Activities, value chain and other commercial
relationships
13, 15 and 18
2-7 Employees
103 and 164
2-8 Workers who are not employees
103
2-9 Governance structure and composition
26, 28 and 168
Governance
2-10 Nomination and selection of the highest
governance body
2-11 Chair of the highest governance body
28
27
how we prepare our report
GRI content summary
summary of Integrated
Reporting requirements
SASB tables
TCFD recommendations
GRI contents and
other indicators
complementary
information
independent limited
assurance declaration
credits
Omission
Requirement(s)
omitted
Reason
Explanation
SDG
Global
Compact
External
assurance
(Y/N)
3
8 and 10
quality is in everything we doBRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementwe act with integrity and simplicitysafety as a commitmentannexes6 145
GRI Standard
Content
Location
Omission
Requirement(s)
omitted
Reason
Explanation
SDG
Global
Compact
External
assurance
(Y/N)
2-12 Role of the highest governance body in
overseeing the management of impacts
2-13 Delegation of responsibility for managing
impacts
2-14 Role of the highest governance body in
sustainability reporting
57
57
143
2-15 Conflicts of interest
28 and 36
2-16 Communication of critical concerns
Requirement omitted
Entirety
Confidential
Information
Governance
2-17 Collective knowledge of highest governance
body
27 and 57
2-18 Evaluation of the performance of highest
governance body
2-19 Remuneration policies
2-20 Process to determine remuneration
28
29
29
We did not present
the number of
critical issues
reported to the
governance body.
The critical matters
defined by the
executive boards
are taken to the
Board of Directors,
which has specific
criteria for defining
the criticality of
each topic.
5 and 16
16
5 and 16
16
16
2-21 Annual total compensation ratio
Requirement omitted
Entirety
Confidential
Information
BRF does not
report these data
since they are
strategic.
how we prepare our report
GRI content summary
summary of Integrated
Reporting requirements
SASB tables
TCFD recommendations
GRI contents and
other indicators
complementary
information
independent limited
assurance declaration
credits
quality is in everything we doBRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementwe act with integrity and simplicitysafety as a commitmentannexes6 146
how we prepare our report
GRI content summary
summary of Integrated
Reporting requirements
SASB tables
TCFD recommendations
GRI contents and
other indicators
complementary
information
independent limited
assurance declaration
credits
GRI Standard
Content
Location
2-22 Statement on sustainability strategy
5 and 57
2-23 Policies on commitments
2-24 Embedding policies on commitments
Strategy,
policies
and practices
2-25 Processes to remediate negative impacts
57, 65 and 68
https://ri.brf-global.com/
governanca-corporativa/
estatuto-e-politicas
57 and 65
https://ri.brf-global.com/
governanca-corporativa/
estatuto-e-politicas
33, 40, 44 and 57
https://ri.brf-global.com/
governanca-corporativa/
estatuto-e-politicas
2-26 Mechanisms for seeking advice and raising
concerns
33 and 68
2-27 Compliance with laws and regulations
2-28 Membership in associations
32
59
2-29 Approach to stakeholder engagement
58 and 61
Stakeholder
engagement
2-30 Collective bargaining agreements
93% of all employees BRF
are covered by negotiation
agreements collective and
represented by workers unions,
with the exception of Chile and
Middle East, where there is
no unions and work contracts
are respected in its entirety,
following the local legislations.
Omission
Requirement(s)
omitted
Reason
Explanation
SDG
Global
Compact
External
assurance
(Y/N)
16
8
quality is in everything we doBRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementwe act with integrity and simplicitysafety as a commitmentannexes6 147
GRI Standard
Content
Location
GRI 3: Material Topics 2021
3-1 Process to determine material topics
3-2 List of material topics
61
62
Attraction, development and retention of employees
GRI 3: Material
Topics 2021
3-3 Governance of material topics
101
401-1 New hirings and employee turnover
104 and 167
GRI 401:
Employment
2016
401-2 Benefits offered to full-time employees
that are not provided to temporary or part-time
employees
BRF offers its employees and
dependents a comprehensive
benefits package (BEM+
BENEFITS) that, when put on
paper, increases satisfaction in
working here. Among them, we
highlight: Medical
assistance; Life insurance;
Private pension plan; Dental
plan; Childcare assistance;
School assistance; Meal
voucher; Basic food basket;
BRF product basket; Discount
on BRF products purchase;
Telemedicine Executive check-
up; Pregnancy program; Gym
membership; Christmas gift for
employees' children; Christmas
product kit; Pharmacy
agreement; Credit cooperative.
how we prepare our report
GRI content summary
summary of Integrated
Reporting requirements
SASB tables
TCFD recommendations
GRI contents and
other indicators
complementary
information
independent limited
assurance declaration
credits
Omission
Requirement(s)
omitted
Reason
Explanation
SDG
Global
Compact
External
assurance
(Y/N)
17
5, 8
and 10
6
3, 5
and 8
quality is in everything we doBRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementwe act with integrity and simplicitysafety as a commitmentannexes6 148
GRI Standard
Content
Location
Omission
Requirement(s)
omitted
Reason
Explanation
SDG
Global
Compact
External
assurance
(Y/N)
4 and 8
6
8
5, 8
and 10
6
GRI 404:
Training
and Education
2016
Animal welfare
GRI 3: Material
Topics 2021
404-1 Average hours of training per year, per
employee
105 and 168
404-2 Programs for upgrading employee skills
and transition assistance programs
404-3 Percentage of employees receiving regular
performance and career development reviews
105
107
3-3 Governance of material topics
113 to 120
FP10 Policies and practices, by species and breed
type, relate to physical alterations and the use of
anesthetics
65, 113, 118 and 119
FP11 Percentage and total of animals raised and/
or processed, by species and breed, by type of
housing
FP12 Policies and practices on antibiotic,
anti-inflammatory, hormone and/or growth
promotion treatments, by species and breed type
117
120
Food Sector
Supplement –
Animal welfare
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FP13 Total number of incidents of non-
compliance with laws and regulations, and
adherence to voluntary standards related to
transportation, handling, and slaughter practices
for live terrestrial and aquatic animals
In 2023, 75 violations of laws
related to animal transport,
handling and slaughter
practices were recorded.
The fines applied totaled
R$ 524,254.11. In 2022, there
were 63 fines, totaling
R$ 388,291.27.
Human rights and labor relations
GRI 3: Material
Topics 2021
3-3 Governance of material topics
30
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GRI Standard
Content
Location
Omission
Requirement(s)
omitted
Reason
Explanation
SDG
Global
Compact
External
assurance
(Y/N)
GRI 203:
Indirect
Economic
Impacts 2016
GRI 401:
Employment
2016
GRI 405:
Diversity
and Equal
Opportunity
2016
GRI 406: Non-
discrimination
2016
GRI 413: Local
Communities
2016
203-1 Infrastructure investments and services
supported
203-2 Significant indirect economic impacts
401-3 Parental leave
83
83
168
405-1 Diversity of governance bodies and
employees
109 and 168
405-2 Ratio of basic salary and remuneration
of women to men
169
406-1 Incidents of discrimination and corrective
actions taken
34 and 35
413-1 Operations with local community
engagement, impact assessments, and
development programs
78 and 80
413-2 Operations with significant actual and
potential negative impacts on local communities
The social impact analysis per
operation will be carried out
from 2024 onwards.
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Ethics, integrity and compliance
GRI 3: Material
Topics 2021
GRI 201:
Economic
Performance
2016
3-3 Governance of material topics
201-4 Financial assistance received from
government
205-1 Operations assessed for risks related to
corruption
30
37
33
GRI 205: Anti-
corruption 2016
205-2 Communication and training about anti-
corruption policies and procedures
31 and 36
205-3 Confirmed incidents of corruption and
actions taken
32
5 and 8
5, 8
and 10
5, 8
and 10
6
6
6
5 and 8
6
16
16
16
10
10
10
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GRI Standard
Content
Location
Omission
Requirement(s)
omitted
Reason
Explanation
SDG
Global
Compact
External
assurance
(Y/N)
GRI 206: Anti-
competitive
behavior 2016
GRI 207: Tax
2019
206-1 Legal actions for anti-competitive behavior,
anti-trust and monopoly practices
32
207-1 Approach to tax
207-2 Tax governance, control, and risk
management
36
36
GRI 415: Public
Policies 2016
415-1 Political contributions
GRI 418:
Customer
Privacy 2016
418-1 Proven complaints concerning the
violation of privacy and loss of client data
We do not endorse or
authorize donations to
candidates, political parties,
or any political associations.
We comply with Brazilian
legislation and the laws of the
countries where we operate,
in accordance with our
Transparency Manual. We also
have a Corporate Standard
on "Guidelines for Electoral
Conduct".
We have a Privacy Policy
and take actions to ensure
compliance with its practices
with the General Data
Protection Law (LGPD). In 2023,
there were no complaints or
incidents of privacy violation or
loss of customer data.
Management, transparency and tracking of the supply chain
GRI 3: Material
Topics 2021
GRI 204:
Procurement
Practices 2016
3-3 Governance of material topics
78
204-1 Proportion of spending on local suppliers
68
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1, 10
and 17
1, 10
and 17
16
10
16
8
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GRI Standard
Content
Location
GRI 301 - 2016
Materials
GRI 308:
Environmental
Evaluation of
Suppliers 2016
301-1 Materials used, broken down by weight or
volume
141
301-3 Products and their packaging recovered
139
308-1 New suppliers selected following
consideration of environmental criteria
68 and 77
308-2 Negative environmental impacts in the
supply chain and actions taken
69
GRI 407:
Freedom of
Association
and Collective
Bargaining
2016
407-1 Operations and suppliers in which the
right to freedom of association and collective
bargaining may be at risk
There were no recorded
instances of operations or
suppliers where workers'
rights to exercise freedom
of association or collective
bargaining were being violated
or at significant risk of violation.
In all locations where we
operate, we have Human
Resources and Compliance
structures in place. Through
our Transparency Manual,
we respect the right to free
association and value open
dialogue between BRF and its
employees.
GRI 408: Child
Labor 2016
408-1 Operations and suppliers at significant risk
for incidents of child labor
33, 69 and 77
GRI 409: Forced
or compulsory
labor 2016
409-1 Operations and suppliers with significant
risk of forced or conpulsory labor
33, 69 and 77
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Omission
Requirement(s)
omitted
Reason
Explanation
SDG
Global
Compact
External
assurance
(Y/N)
8 and 12
7 and 8
8 and 12
8
3
5, 8
and 16
5
5 and 8
4
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GRI Standard
Content
Location
GRI 414:
Supplier Social
Assessment
2016
414-1 New suppliers that were screened using
social criteria
68 and 77
414-2 Negative social impacts in the supply chain
and measures taken
69
Food sector
supplement -
Outsourcing
and purchasing
FP1 Purchased volume from suppliers compliant
with company’s sourcing policy
68, 69 and 70
FP2 Percentage of purchased volume which is
verified as being in accordance with credible,
internationally recognized responsible
production standards, broken down by standard
111, 116 and 170
FP5 Percentage of production volume
manufactured in sites certified by an
independent third-party according to
internationally recognized food safety
management system standards
13, 111, 116 and 170
Climate change, water and energy
GRI 3: Material
Topics 2021
GRI 201:
Economic
Performance
2016
GRI 302: Energy
2016
3-3 Governance of material topics
121
201-2 Financial implications and other risks and
opportunities due to climate change
40 and 165
302-1 Energy consumption within the
organization
302-2 Energy consumption outside the
organization
131 to 134
133 and 134
302-3 Energy intensity
131 and 134
302-4 Reduction of energy consumption
125
Omission
Requirement(s)
omitted
Reason
Explanation
SDG
Global
Compact
External
assurance
(Y/N)
5, 8, 12
and 16
5, 8
and 16
2 and 8
2 and 8
13
7
7, 8, 12
and 13
7, 8, 12
and 13
7, 8, 12
and 13
7, 8, 12
and 13
7 and 8
8
8
8 and 9
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GRI Standard
Content
Location
Omission
Requirement(s)
omitted
Reason
Explanation
SDG
Global
Compact
External
assurance
(Y/N)
GRI 303: Water
and Effluents
2018
303-1 Interactions with water as a shared
resource
303-2 Management of water discharge related
impacts
303-3 Water abstraction
303-4 Water disposal
122
125
124
125
303-5 Water consumption
8.4% reduction
305-1 Direct (Scope 1) GHG emissions
127 to 130
305-2 Energy indirect (Scope 2) GHG emissions
127 to 130
305-3: Other indirect (Scope 3) (GHG) emissions
127 to 130
GRI 305:
Emissions 2016
305-4 Intensity of greenhouse gas (GHG)
emissions
127 to 130
305-5 Reduction of GHG emissions
305-6 Emissions of ozone-depleting substances
(ODS)
305-7 Nitrogen oxides (NOX), sulfur oxides (SOX),
and other significant air emissions
306-1 Waste generation and significant waste-
related impacts
130
133
133
137
GRI 306: Waste
2020
306-2 Management of significant waste-related
impacts
135 and 137
306-3 Waste generated
138
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6 and 12
6
6
6
6
3, 12, 13,
14 and 15
3, 12, 13,
14 and 15
3, 12, 13,
14 and 15
7 and 8
8
7 and 8
7 and 8
7 and 8
13, 14 and
15
8
13, 14 and
15
8 and 9
3 and 12
7 and 8
7 and 8
3, 12, 14
and 15
3, 6, 11
and 12
3, 6, 8, 11
and 12
3, 6, 11, 12
and 15
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GRI Standard
Content
Location
Omission
Requirement(s)
omitted
Reason
Explanation
SDG
Global
Compact
External
assurance
(Y/N)
306-4 Waste diverted from disposal
138 and 139
GRI 306: Waste
2020
306-5 Waste sent for final disposal
138
Product quality and safety
GRI 3: Material
Topics 2021
3-3 Governance of material topics
GRI 416:
Consumer
Health and
Safety 2016
GRI 417:
Marketing and
Labeling in
2016
Food sector
supplement -
Outsourcing
and purchasing
Food sector
supplement
- Consumer
health and
safety
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416-1 Assessment of the health and safety
impacts of product and service categories
416-2 Incidents of non-compliance concerning
the health and safety impacts of products and
services
417-1 Requirements for product and service
information and labeling
417-2 Incidents of non-compliance concerning
product and service information and labeling
417-3 Incidents of non-compliance concerning
marketing communications
93
93
93
96
96
96
FP1 Purchased volume from suppliers compliant
with company’s sourcing policy
68 to 70
FP2 Percentage of purchased volume that
complies with internationally recognized
standards and certifications, broken down by
type of certification
116
FP5 Percentage of production volume
manufactured in locations certified by third
parties, in accordance with internationally
recognized standards
13 and 94
3, 11 and
12
3, 6, 11, 12
and 15
3 and 12
16
3 and 12
16
16
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GRI Standard
Content
Location
Omission
Requirement(s)
omitted
Reason
Explanation
SDG
Global
Compact
External
assurance
(Y/N)
Food sector
supplement
- Consumer
health and
safety
FP6 Percentage of total sales volume of
consumer products, by product category, that
have reduced saturated fat, trans fats, sodium
and added sugars
FP7 Percentage of total sales volume of
consumer products, by product category,
containing increased nutritional ingredients and
food additives such as fiber, vitamins, minerals,
phytochemicals and functionals
Health, well-being and safety
GRI 3: Material
Topics 2021
3-3 Governance of material topics
403-1 Occupational health and safety
management system
94
94
87
87
GRI 403:
Occupational
Health and
Safety 2018
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403-2 Hazard identification, risk assessment and
incident investigation
87 and 90
403-3 Occupational health services
403-4 Worker participation, consultation, and
communication on occupational health and
safety
403-5 Training of workers in occupational health
and safety
403-6 Promotion of worker health
403-7 Prevention and mitigation of occupational
health and safety impacts directly linked by
business relationships
403-8 Workers covered by an occupational
health and safety management system
403-9 Work-related injuries
403-10 Work-related ill health
92
91
91
92
90
88
89
92
Parcial. 2.1 to 2.4.
Not
applicable
Parcial. 2.1 to 2.5.
Not
applicable
The content criteria
do not apply to the
majority of BRF’s
portfolio.
The content criteria
do not apply to the
majority of BRF’s
portfolio.
3, 8 and 12
3, 8 and 12
8
8 and 16
8
3, 8 and 12
8
8
3, 8, 12
and 16
3, 8 and 16
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GRI Standard
Content
Location
Omission
Requirement(s)
omitted
Reason
Explanation
SDG
Global
Compact
External
assurance
(Y/N)
Food safety
GRI 3: Material
Topics 2021
Sector
Supplement
on Foods –
Consumer
Health and
Safety
Sectoral
Supplement for
Food - Animal
Husbandry
Sectoral
Supplement
for Food -
Handling,
Transportation,
and Slaughter
3-3 Governance of material topics
FP6 Percentage of total sales volume of
consumer products, by product category, that
have reduced saturated fat, trans fats, sodium
and added sugars
FP7 Percentage of total sales volume of
consumer products, by product category,
containing increased nutritional ingredients and
food additives such as fiber, vitamins, minerals,
phytochemicals and functionals
94
94
94
FP10 Policies and practices, by species and race,
related to physical changes and anesthetic use
65 and 113
FP11 Percentage and total of animals raised and/
or processed, by species and breed, by type of
housing
FP12 Policies and practices regarding the use of
antibiotics, anti-inflammatory drugs, hormones
and/or treatments with growth promoters, by
species and type of creation
117
120
FP13 Total number of cases of significant non-
compliance with laws and regulations and
adherence to voluntary standards related to
transport, handling and slaughter practices of
terrestrial and aquatic animals
In 2023, there were
75 infractions related to laws
concerning the handling,
transportation, and slaughter
of animals. The fines applied
totaled R$ 524,254.11. In 2022,
there were 63 fines, totaling
R$ 388,291.27.
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summary of Integrated Reporting requirements
Axes
Item
Requirements
Answer/page
Reporting method and
relationship
with other information
Use of guidance
Application of Guidance
1.12 The Integrated Report must be an identifiable communication with a name
Throughout the report
1.17 Any communication claiming to be an Integrated Report and making reference to the Framework
must comply with all requirements identified in bold, unless:
• the unavailability of reliable information or specific legal prohibitions causes an inability to disclose
Throughout the report
relevant information;
1.18 In case of unavailability of reliable information or specific legal prohibitions, an integrated report
should: Indicate the nature of the information that has been omitted; Explain the reason why it was
omitted; In the case of data unavailability, identify the steps being taken to obtain the information and the
expected timeline for this.
Page 144 onwards
Responsibility for the integrated
report
1.20 An integrated report should include a statement from those charged with governance that includes:
An acknowledgement of their responsibility in ensuring the integrity of the integrated report. Your opinion
or conclusion on whether, or to what extent, the integrated report is presented in accordance with the
Framework.
5 and 6
Strategic focus and future
guidance
3.3 The Integrated Reporting should provide insight into the organization's strategy and how it relates
to the organization's ability to generate value in the short, medium, and long term, as well as its use and
effects on the capitals.
12 to 24 and throughout
the report
Information connectivity
3.6 The Integrated Reporting should provide a holistic picture of the combination, interrelationship, and
dependencies among the factors affecting the organization's ability to generate value over time.
12 to 24 and throughout
the report
Basic Principles
Relationship with stakeholders
3.10 The Integrated Reporting should provide an insight into the nature and quality of the relationships
that the organization maintains with its key stakeholders, including how and to what extent the
organization understands, takes into account, and responds to their legitimate interests and needs.
58 to 84
Materiality (relevance)
3.17 The Integrated Reporting should disclose information about issues that substantially affect the
organization's ability to generate value in the short, medium, and long term.
Concision
3.36 The Integrated Report must be concise.
Reliability and completeness
3.39 The Integrated Reporting should encompass all relevant topics, both positive and negative, in a
balanced and free from significant error manner.
Throughout the report
Throughout the report
Throughout the report
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Axes
Item
Requirements
Basic Principles
Uniformity and comparability
• on uniform bases over time;
3.54 The information in the Integrated Report should be presented:
• in a way that allows comparison with other organizations as it is important for the organization's ability
to generate value over time.
Answer/page
Throughout the report
Overview of the organization
and its external environment
4.4 The Integrated Report should address the question: What does the organization do and what are the
circumstances in which it operates?
12 to 24
Governance
Business model
Risks and opportunities
4.8 The Integrated Report should address the question: How does the organization's governance structure
support its ability to generate value in the short, medium, and long term?
26-29 and 57
4.10 The Integrated Report should address the question: "What is the organization's business model?"
15
4.23 The Integrated Report should address the question: "What are the specific risks and opportunities
that affect the organization's ability to generate value in the short, medium, and long term, and how does
the organization address them?"
38 to 44
Content
elements
Strategy and
resource allocation
4.27 The Integrated Report should address the question: "Where does the organization want to go and
how does it intend to get there?"
5-6, 16 and throughout
the report
Performance
Perspective
4.30 The Integrated Report should address the question: "To what extent has the organization already
achieved its strategic objectives for the period and what are the impacts regarding the effects on the
capitals?"
65-67 and throughout
the report
4.34 The Integrated Report should address the question: "What are the challenges and uncertainties that
the organization is likely to face in pursuing its strategy and what are the potential implications for its
business model and future performance?"
Throughout the report
Basis for presentation
4.40 The Integrated Report should address the question: "How does the organization determine the topics
to be included in the integrated report and how are these topics quantified or evaluated?"
3 and 143
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SASB tables
Meat and Poultry
Topic
Metrics
Global gross Scope 1 emissions
Greenhouse
Gas Emissions
Discussion of the long and short-term strategy or plan for managing scope 1
emissions, emission reduction targets and an analysis of performance against
those targets
Energy
Management
(1) Total de energia consumida,
(2) percentual de eletricidade da rede e
(3) percentual renovável
Code
FB-MP-110a.1
FB-MP-110a.2
Answer/Page
Category
Unit of measure
130
127
Quantitative
Metric tons (tCO2e)
Discussion and
Analysis
n/a
FB-MP-130a.1
131 and 132
Quantitative
Gigajoules (GJ),
Percentual (%)
(1) Total water withdrawal,
(2) Total water consumption; percentage of each in regions with high or
extremely high Baseline Water Stress
FB-MP-140a.1
Water
Management
Description of water management risks and discussion of strategies and
practices to mitigate these risks
FB-MP-140a.2
Number of cases related to non-compliance with water-quality licenses, norms,
or regulations
FB-MP-140a.3
Amount of animal bedding and manure generated, percentage managed
according to a nutrient management plan
FB-MP-160a.1
124
123
Two
141
Quantitative
Thousand cubic meters
(m³), Percentage (%)
Discussion and
Analysis
n/a
Quantitative
Number
Quantitative
Tonnes (t), Percent (%)
Land Use and
Ecological
Impacts
Percentage of pastureland and managed pastures according to conservation
plan criteria
FB-MP-160a.2
114 and 116
Quantitative
Percentage (%) per
hectare
Production of animal protein from confined animal feeding operations
FB-MP-160a.3
Strategic information
Quantitative
In metric tons (t)
Global Food Safety Initiative (GFSI) Audit:
(1) Non-conformity rates and
(2) Associated corrective action rates for
a) Major and b) minor non-compliances;
Food safety
Percentage of supplier facilities certified to a Global Food Safety Initiative
(GFSI) food safety certification program
(1) Número de recalls emitidos e
(2) peso total dos produtos recolhidos
Discussion on markets that prohibit the importation of products from the
entity
FB-MP-250a.1
FB-MP-250a.2
FB-MP-250a.3
FB-MP-250a.4
93
93
93
93
Quantitative
Rate
Quantitative
Percentage (%)
Quantitative
Number of metric tons
Discussion and
Analysis
n/a
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Topic
Metrics
Code
Answer/Page
Category
Unit of measure
Health &
Nutrition
Percentage of animal production that received
(1) medically important antibiotics and
(2) medically important antibiotics, by type of animal
FB-MP-260a.1
FB-MP-320a.1
In the swine industry, we are working
towards reducing the use of this
class of medications. In 2023, the
percentage of usage was 30.06%
of slaughtered swine. For pork
production, the annual consumption
throughout the entire production
chain was 256.7mg/kg of slaughtered
swine.
Quantitative
Percentage (%) by
weight
89
92
Quantitative
Rate
Discussion and
Analysis
n/a
(1) Total Recordable Incident Rate (TRIR) and
(2) Fatality Rate for
(a) direct employees and (b) contracted employees
Description of efforts to assess, monitor, and mitigate acute and chronic
respiratory health conditions
FB-MP-320a.2
Percentage of pork produced without the use of gestation crates
FB-MP-410a.1
116, 119 and 141
Quantitative
Percentage (%) by
weight
Percentage of shell egg sales from cage-free systems
FB-MP-410a.2
116 and 139
Quantitative
Percentage (%)
Percentage of production certified according to a third-party animal welfare
standard
FB-MP-410a.3
116
Quantitative
Percentage (%) by
weight
Percentage of animals from suppliers implementing conservation plan criteria
FB-MP-430a.1
Although we have environmental
controls related to the properties of
integrated producers, which include
control over the consumption or
exploitation of natural resources, such
as environmental licensing and water
usage permits, there is currently no
specific conservation plan for natural
resources or equivalent. Therefore,
what we aim for is compliance with
legal requirements related to these
operations.
Quantitative
Percentage (%) by
weight
Percentage of contracted production facilities and suppliers verified to meet
animal welfare standards
FB-MP-430a.2
113 and 116
Quantitative
Percentage (%)
Health and
Safety of the
Workforce
Animal welfare
care
Environmental
and Social
Impacts of the
Supply Chain
Environmental
and Social
Impacts of the
Supply Chain
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Topic
Metrics
Code
Answer/Page
Category
Unit of measure
Percentage of animal feed sourced from regions with high or extremely high
baseline water stress
FB-MP-440a.1
Information not available
Quantitative
Animal supply
and feeding
Percentage of contracts with producers located in regions with high or
extremely high baseline water stress
FB-MP-440a.2
BRF does not maintain contracts with
producers located in these regions.
Quantitative
Porcentagem (%)
em peso
Percentage (%) by
contract
value
Discussion of the management strategy for opportunities and risks in feed and
livestock supply presented by climate change.
FB-MP-440a.3
It is not used in our operations
Discussion and
Analysis
n/a
Number of processing and manufacturing facilities
FB-MP-000.A
13
Quantitative
Number
Production of animal protein, by category; percentage from third-party sources
FB-MP-000.B
Strategic information
Quantitative
Various, percentage (%)
Activity
metrics
Processed foods
Topic
Metrics
Energy
Management
(1) Total energy consumed,
(2) percentage of electricity from the grid and
(3) percentage renewable
(1) Total water withdrawal,
(2) Total water consumption; percentage of each in regions with high or
extremely high Baseline Water Stress
FB-PF-130a.1
FB-PF-140a.1
Water
Management
Description of water management risks and discussion of strategies and
practices to mitigate these risks
FB-PF-140a.2
Number of cases related to non-compliance with water-quality licenses, norms,
or regulations
FB-PF-140a.3
Global Food Safety Initiative (GFSI) Audit:
(1) Non-conformity rates and
(2) Associated corrective action rates for
a) Major and b) minor non-compliances;
Food Safety
Percentage of supplier facilities certified to a Global Food Safety Initiative
(GFSI) food safety certification program
(1) Number of recalls issued and
(2) total weight of recalled products
FB-PF-250a.1
FB-PF-250a.2
FB-PF-250a.3
Code
Answer/Page
Category
Unit of measure
131
124
123
Two
93
93
93
Quantitative
Gigajoules (GJ),
Percentual (%)
Quantitative
Thousand cubic meters
(m³), Percentage (%)
Discussion and
Analysis
n/a
Quantitative
Number
Quantitative
Rate
Quantitative
Percentage (%)
Quantitative
Number of metric tons
Discussion on markets that prohibit the importation of products from
the entity
FB-PF-250a.4
Not applicable
Discussion and
Analysis
n/a
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Topic
Metrics
Code
Answer/Page
Category
Unit of measure
Health and
Nutrition
Percentage of animal production that received
(1) medically important antibiotics and
(2) medically important antibiotics, by type of animal
FB-PF-260a.1
Discussion of the process of identifying and managing products and
ingredients related to nutritional and health concerns among consumers.
FB-PF-260a.2
120
94
Quantitative
Porcentagem (%)
em peso
Discussion and
Analysis
n/a
Percentage of advertising impressions
(1) targeted at children and
(2) targeted at children promoting products that meet dietary guidelines
FB-PF-270a.1
No data available
Quantitative
Percentage (%)
Product
Labeling
and Marketing
Revenue from products labeled as
(1) containing genetically modified organisms (GMOs) and
(2) non-GMO
FB-PF-270a.2
Number of cases of non-compliance with industry or regulatory labeling or
marketing codes
FB-PF-270a.3
95
96
Quantitative
Currency
Quantitative
Number
Total amount of monetary losses resulting from legal proceedings associated
with labeling or marketing practices
FB-PF-270a.4
R$ 1.595,40
Quantitative
Currency
(1) Total weight of packaging,
(2) percentage made from recycled or renewable materials, and
(3) percentage of recyclable, reusable, or compostable materials
FB-PF-410a.1
Discussion of strategies to reduce the environmental impact of packaging
throughout its lifecycle
FB-PF-410a.2
141
139
Quantitative
Tonnes (t), Percentage
(%) by weight
Discussion and
Analysis
n/a
Percentage of food ingredients certified according to third-party
environmental or social standards, and percentages by standard
FB-PF-430a.1
Not applicable
Quantitative
Percentage (%)
by cost
Supplier socio-environmental responsibility audit:
(1) non-conformity rate and
(2) associated corrective action rate for
(a) major and (b) minor non-compliances
FB-PF-430a.2
68
Major: 0.06%
Minor: 0%
Quantitative
Rate
Percentage of food ingredients sourced from regions with high or extremely
high baseline water stress
FB-PF-440a.1
Information not available
Quantitative
Porcentagem (%)
em peso
Packaging
lifecycle
management
Environmental
and Social
Impacts of the
Ingredient
Supply Chain
Ingredient
supply
List of priority food ingredients and discussion of procurement risks related to
environmental and social considerations
FB-PF-440a.2
Not applicable
Activity metrics
Weight of products sold
Number of production units
FB-PF-000.A
FB-PF-000.B
13
13
Discussion and
Analysis
n/a
Quantitative
Metric Tons
Quantitative
Various, percentage (%)
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TCFD recommendations
Topic
Recommended disclosure
Governance
a. Description of board oversight of climate-related risks and opportunities
b. Description of management's role in climate risk and opportunity assessment and management
Answer/page
57
57
a. Description of climate-related risks and opportunities identified by the organization in the short, medium and long term
40 and 165
Strategy
b. Description of the impacts of climate-related risks and opportunities on the organization's business, strategy, and financial
planning
c. Description of the resilience of the organization's strategy, considering different climate-related scenarios, including a scenario
of 2°C or less
Risks and
opportunities
a. Description of the organization's processes used for identifying and assessing climate-related risks
c. Describe how the processes used to identify, assess, and manage climate-related risks are integrated into the organization's
overall risk management
Goals and Metrics
b. Report Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse gas emissions, and the risks related thereto
40 and 165
127
40 and 165
40 and 165
130
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GRI contents and other indicators
complementary information
2-7 Employees
By type of employment contract and gender1, 2, 3
Men
Women
2021
Total
Men
Women
2022
Total
Men
Women
Total
2023
Permanent
Temporary
Overseas
Total
52,959
39,392
92,351
50,225
38,185
88,410
55,067
41,055
96,122
265
4,571
333
2,611
598
7,182
328
4,439
445
2,605
773
7,044
247
4,262
299
2,414
546
6,676
57,795
42,336
100,131
54,992
41,235
96,227
55,314
41,354
96,668
By type of employment and gender1, 2, 3
Men
Women
2021
Total
Men
Women
2022
Total
Men
Women
Total
2023
Full time
Part-time
Overseas
Total
53,203
39,633
92,836
50,530
38,553
89,047
55,231
41,281
96,512
21
4,571
92
2,611
113
7,182
23
4,439
86
2,605
109
7,044
83
4,262
73
2,414
156
6,676
57,795
42,336
100,131
54,992
41,235
96,227
55,314
41,354
96,668
¹ The data relating to Hercosul and Mogiana were not
included.
² This indicator is compiled using the total number of
employees active on 12/31/2023, by means of the SAP
system, MM/SAPHR module.
³ We do not consider workforce fluctuations as
significant, as they were due to external economic and
market contexts.
¹ It does not include interns and apprentices.
² It includes operations in Africa, Asia, Europe, Latin
America, and MENA. The data relating to Hercosul and
Mogiana were not included
³ This indicator is compiled using the total number of
employees active on 12/31/2023, by means of the SAP
system, MM/SAPHR module.
By type of contract and region1, 2, 3
Brazil
Europe
Latam (except Brazil) Mena (including Turkey)
Africa
Asia
Total
Permanent
Temporary
No workload guarantee
Full time
Part-time
89,446
546
0
89,836
156
29
0
0
29
0
48
0
0
48
0
6,554
0
0
6,554
0
9
0
0
9
0
36
96,122
0
0
36
0
546
0
96,512
156
¹ For employees outside of Brazil, all were considered as
permanent.
² The data relating to Hercosul and Mogiana were not
included
³ This indicator is compiled using the total number of
employees active on 12/31/2023, by means of the SAP
system, MM/SAPHR module.
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201-2 - Financial implications and other risks and opportunities due to climate change
Risk or Opportunity
Description/Risk
or Opportunity
Classification
Description of impact associated with the risk or opportunity
Methods used to manage the risk or opportunity
Risk: Water Shortage
Physical
Induced alterations in natural resources: The BRF production process is
highly dependent on natural resources, especially water. Extended drought
periods can also affect water quality parameters, increasing treatment costs.
Opportunity.: Water
Shortage
Physical
Change in average temperature: Changes in average temperature can
be favorable for the development of agricultural commodity production
in regions near our operations, especially in southern Brazil, and reduce
operational costs. The most relevant grain production in Brazil comes from
the Central region, which implies operational transportation costs from the
Central to the South.
Opportunity.:
International agreements
Regulatory
Climate strategy: Our investment in a solid and consistent climate
management strategy, including voluntary targets assumed, has the
potential to become a reference for possible sectoral agreements,
contributing to increasing the competitiveness of our products, especially in
international markets.
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Risk: Changes in
temperature
Physical
Change in average temperature: Changes in average temperature have the
potential to negatively impact animal welfare, primarily due to effects on
thermal comfort. We may incur higher costs to maintain animal welfare and
face risks related to the loss of certifications and, consequently, access to
external markets.
Risk: Change in
precipitation pattern
Physical
Energy supply: Changes in precipitation patterns can affect electricity supply.
There is an increase in the share of run-of-the-river hydroelectric plants in
the country. Although this technology has minimal environmental impacts,
it lacks reserve capacity. Therefore, the reduction in precipitation can impact
electricity production and, consequently, increase our energy costs.
We invest in efficiency programs to increase water reuse and reduce consumption through process
improvements. We maintain contingency plans in cases where water scarcity cannot be avoided to ensure
production levels. We apply a water vulnerability tool to identify the most vulnerable industrial units and
establish more targeted action plans to reduce the exposure of these units. In 2023, the investment in
Efficiency Programs totaled over R$ 30 million.
Opportunity management is accomplished through a combination of market strategies and
environmental monitoring. We continuously monitor weather variables, including temperature,
precipitation, heat waves, and cold. We studied the movements of the sector in depth, as well as the
volatility of commodities, by monitoring grain stocks and the climate in productive regions. To manage the
most significant physical risks and related opportunities, we monitor weather conditions (precipitation/
frost) and crop harvest. The total cost of consulting is approximately R$ 420 million per year, including
climate monitoring and other analyses.
To capitalize on this opportunity, BRF has committed to achieving Net Zero emissions by 2040 in
relation to greenhouse gases. The commitment includes a target of a 35% reduction in Scope 1 and 2
greenhouse gas emissions by 2030, based on the year 2019. By reducing GHG emissions, the estimated
costs related to a possible carbon pricing in the future will be reduced. Our own emissions reduction
initiatives are related to the prioritized use of renewable and clean energy, as well as operational
efficiency, including projects to improve effluent and waste treatment, energy efficiency, optimization of
the cold generation system, among others.
We have internal standards based on national and international requirements, as well as best practices.
The company respects the principles of the five freedoms of animals, which include comfort and welfare.
Risk management is conducted through monitoring and regular inspections of processes, production
facilities, and the supply chain. We adopt new technologies in animal facilities to ensure thermal comfort
and ensure compliance with animal welfare conditions. Animal welfare is managed under the supervision
of our Sustainability department, by three regional animal welfare specialists and a multidisciplinary task
force composed of representatives from Quality, Agriculture, Operations, and Sustainability teams.
The risk management method is twofold. In terms of the market, the company seeks to reduce its exposure
to electricity price volatility by diversifying its energy sources and entering into long-term contracts (PPAs)
for renewable energy. Internally, the company invests in efficiency programs to increase energy efficiency
through investments in new equipment and process improvements. Our goal is to achieve, by 2030, more
than 50% of our electricity matrix from clean sources. To achieve this, we will invest in renewable sources
such as wind and solar.
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Risk or Opportunity
Description/Risk
or Opportunity
Classification
Risk: Energy related to
regulations
Regulatory
Risk: Carbon pricing
mechanisms
Regulatory
Opportunity: Induced
alterations in natural
resources
Physical
Risk: Dependency on the
Agricultural Supply Chain
Physical
Opportunity: Taxes and
regulations on fuels/
energy
Regulatory
Description of impact associated with the risk or opportunity
Methods used to manage the risk or opportunity
Energy costs: Energy-related regulations, including taxation on fossil fuels
and electricity, can impact both renewable and non-renewable energy costs.
An increase in fossil fuel prices may incentivize migration to renewable
sources, which currently provide more than 90% of BRF's energy and
electricity. Our financial performance is also affected by domestic and
international freight costs, which are vulnerable to volatility in oil prices.
Uncertainties surrounding the Brazilian legal system may also impose higher
management costs to comply with future legislation.
Current trends related to the adoption of National Policies on Climate
Change and Nationally Determined Contributions (NDCs) in the countries
where we operate indicate the possible future adoption of carbon taxes and/
or other carbon pricing mechanisms to meet national targets. We monitor
this issue to anticipate necessary adjustments.
The risk management method, in this case, is conducted through constant monitoring of the laws
and legal requirements applicable to the company's activities. We manage environmental regulations
through the Environmental, Health, and Safety (EHS) Legal Obligations Monitoring System. More than
300 technical professionals use this system. Annually, we invest over R$ 277 thousand exclusively for
environmental aspects.
Depending on the carbon pricing mechanism that will be applied to our operations, operational costs
will vary. We assume, as a preliminary estimate, that the minimum value is US$ 40/ton, as per the World
Bank for Carbon Pricing, and the maximum value is US$ 147/ton, referenced by the OECD. Applying
these values to our Scope 1 and Scope 2 emissions from 2019 (baseline year of the reduction target), the
financial implications are estimated to be in the range of R$ 100 to R$ 400 million per year. This figure will
vary depending on the evolution of our Scope 1 and 2 Greenhouse Gas emissions, the implementation of
carbon pricing worldwide and in Brazil, as well as currency fluctuations.
Induced alterations in natural resources can stimulate the development of
new products with lower environmental impact, encouraging more efficient
production and the development of new technologies that consume fewer
inputs.
One of the variables that influence the financial success of the company is the ability to anticipate
changes in consumer preferences and eating habits, as well as to successfully develop and launch new
products and variations of products desirable to consumers.
Our commodities department estimated that the impacts on the grain
market and the subsequent price variations could result in gains or losses of
around R$ 800 million per year. To estimate the financial impacts, historical
data were considered, such as relevant annual variations in costs compared
to the estimated budget plan during a year with a climate change scenario
(for example, the drought in the USA in 2012, one of the world's most
important suppliers).
Opportunity management is accomplished through a combination of market strategies and
environmental monitoring. We continuously monitor weather variables, including temperature,
precipitation, heat waves, and cold. We studied the movements of the sector in depth, as well as the
volatility of commodities, by monitoring grain stocks and the climate in productive regions. To manage the
most significant physical risks and related opportunities, we monitor weather conditions (precipitation/
frost) and crop harvest. The total cost of consulting is approximately R$ 420 million per year, including
climate monitoring and other analyses.
The increase in energy and fuel costs encourages the use of renewable and
unconventional sources, thus improving the environmental performance of
operations.
The risk management method is twofold. In terms of the market, the company seeks to reduce its
exposure to electricity price volatility by diversifying its energy sources and entering into long-term
contracts (PPAs). Our goal is to achieve, by 2030, more than 50% of our electricity matrix from clean
sources. To achieve this, we will invest in renewable sources such as wind and solar. The company
achieved these results without negative financial implications, maintaining market competitiveness, and
demonstrating exceptional performance in energy procurement.
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401-1 New hirings and employee turnover
Hiring by gender
Female
Male
Total
Number
11,867
13,736
25,603
2021
%
29
24
27
Number
11,247
12,634
23,881
2022
%
27
23
25
Turnover by gender
2023
Number
%
Female
12,710
15,627
28,337
34.40
31.41
32.59
Male
Total
Contracting by age group
Turnover per age group
Under 30
30 to 50 years
of age
Over 50
Total
Hiring by region
Asia
Africa
Europe
Latam
(except Brazil)
Brazil
Mena (including
Turkey)
Total
Number
16,221
9,062
320
27,856
Number
2
13
5
13
24,149
1,421
25,603
2021
2022
2023
%
49
16
3
27
Number
14,384
9,017
480
25,603
%
48
16
5
26
Number
%
Under 30
18,805
64.34
30 to 50 years of age
11,825
21.80
971
31,601
73.59
32.69
Over 50
Total
2021
2022
%
25
21
14
26
28
20
26
Number
9
4
8
9
22,456
1,395
23,881
%
44
29
22
21
25
20
25
Turnover by region
Number
16
2
3
13
2023
%
44.44
22.22
10.34
22.92
Asia
Africa
Europe
Latam
(except Brazil)
29,987
31.39
Brazil
1,714
25.82
Mena (including
Turkey)
31,601
32.69
Total
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2021
7,602
12,184
19,786
2021
14,994
11,101
933
27,028
2022
11,116
15,912
27,028
2022
14,662
11,985
1,086
27,733
2023
12,710
15,627
28,337
2023
18,805
11,825
971
31,601
2023
%
44.44
22.22
10.34
22.92
16
2
3
13
29,987
31.39
1,714
25.82
31,601
32.69
2021
2022
Number
%
Number
%
Number
4
11
7
10
25,608
1,388
27,028
40
3
7
15
26,191
1,477
27,733
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401-3 Parental leave
Employees entitled to leave
Employees who took leave
Employees who returned to work after leave*
Employees who returned to work after leave and remained employed 12
months after return
Return to work rates of employees who took leave
Retention rates
Female
38,940
1,757
1,874
3,642
100%
76.38%
Male
51,052
1,734
1,753
3,238
100%
84.63%
Total
89,992
3,491
3,627
6,860
100%
-
* Return in 2023
Note: The data only refers to Brazil's operation in 2023. To consolidate the 12 months of line 4, the years 2022 and 2023 were considered.
404-1 Average hours of training per year, per
employee1
Female
Male
Total
Total
74.90
53.03
65.47
GRI 2-9 Governança
405-1 Diversity of governance bodies and employees
Individuals within the governing bodies by gender (%)
Female
Male
2021
18.18
81.82
2022
13.04
86.96
¹ The data relating to Hercosul and Mogiana were not included
Note: We consider professionals from governance bodies as the entire body of statutory members and advisors
Individuals within the governance bodies of the organization by age group (%)
Under 30
Between 30 and 50
Over 50
2021
0
27.27%
72.73%
2022
0
30.4%
69.57%
Note: We consider professionals from governance bodies as the entire body of statutory members and advisors.
2023
14.29
85.71
2023
0
19.05%
80.95%
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404-1 Monthly average hours of employee
training by job category1
Executive Board
Management
Supervisors and coordinators
Administrative
Operational and sales
Total
¹ The data relating to Hercosul and Mogiana were not included
Total
7.65
40.94
76.48
41.10
68.45
65.4
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169
Under 30
Between
30 and 50
Over 50
Under 30
Between
30 and 50
Over 50
Under 30
Between
30 and 50
2021
2022
Executive Board
Management
Administrative
Supervisors and coordinators
Operational and sales
Total
0
2.42
35.28
10.02
34.08
33.21
78.21
88.67
60.48
83.31
55.60
57.13
Underrepresented groups by category (%)
21.79
8.91
4.24
6.67
10.32
9.66
2021
0
1.61
35.50
8.85
31.60
30.98
75.47
89.18
60.16
83.20
56.68
58.09
24.53
9.21
4.34
7.95
11.72
10.92
2022
0
0.87
35.87
8
30.74
30.23
62.26
84.99
58.57
82.61
54.65
56.12
2023
Over 50
37.74
14.14
5.56
9.39
14.61
13.65
2023
Persons with
disabilities
5.13
1.21
1.76
0.20
3.05
2.90
Black
and
Mixed
Race
6.41
6.04
16.11
2.27
40.23
37.58
Executive Board
Management
Supervisors and coordinators
Administrative
Operational and sales
Total
Foreign migrants/
refugees
Persons with
disabilities
-
-
-
-
-
-
5.66
1.46
1.64
1.93
3.04
3.00
Black
and
Mixed
Race
5.66
12.78
25.02
30.11
47.45
44.92
405-2 Ratio of basic salary and remuneration of women to men
Foreign migrants/
refugees
Persons with
disabilities
-
-
-
-
-
-
0
0.02
0.08
0.24
3.34
3.67
Black
and
Mixed
Race
0
0.11
0.89
3.10
46.46
50.56
Foreign migrants/
refugees
0
0
0
0.01
7.99
8.00
Executive Board
Management
Supervisors and coordinators
Administrative
Operational and sales
Total
2021
0.92
0.98
1
0.85
0.85
2022
0.99
0.99
1
0.86
0.85
Base Salary
Total Compensation
2023
0.66
0.96
1.01
0.88
0.85
0.83
0.63
0.95
0.97
0.84
0.74
0.75
how we prepare our report
GRI content summary
summary of Integrated
Reporting requirements
SASB tables
TCFD recommendations
GRI contents and
other indicators
complementary
information
independent limited
assurance declaration
credits
quality is in everything we doBRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementwe act with integrity and simplicitysafety as a commitmentannexes6 170
Third Party certifications in accordance with international regulations within the Food Safety Management System
GRI FP2, FP5
Final product/Raw-material
2021
2022
2023
Brazil
(Marau, Chapecó, Capinzal, Toledo, Vitória
do Santo Antão, Paranaguá)
Brazil
(Marau, Chapecó, Capinzal, Toledo, Vitória
do Santo Antão, Paranaguá, Lajeado
Minuano)
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)
Brazil
(Serafina Corrêa, Dourados, Rio Verde,
Toledo, Uberlândia, Dois Vizinhos,
Concórdia, Videira, Tatuí, Francisco Beltrão,
Lajeado Minuano)
Brazil
(Serafina Corrêa, Dourados, Rio Verde,
Toledo, Uberlândia, Dois Vizinhos, Concórdia,
Videira, Tatuí, Francisco Beltrão, Lajeado
Minuano)
Turkey
(Izmir frango, Izmir peru, Bandirma e Elazig)
United Arab Emirates
Abu Dhabi (Kizad)
Turkey
(Izmir frango, Izmir peru, Bandirma e Elazig)
United Arab Emirates
Abu Dhabi (Kizad)
Turkey
(Izmir frango, Izmir peru, Bandirma e Elazig)
United Arab Emirates
Abu Dhabi (Kizad)
Saudi Arabia
( Joody)
Saudi Arabia
( Joody)
Saudi Arabia
( Joody)
BRC
IFS
FSSC22000
ISO22000
Percentage of foods manufactured at operational units certified in internationally
recognized food safety management regulations by an independent organization
GRI FP5
2021
40,5%
2022
47,6%
2023
48,1%
how we prepare our report
GRI content summary
summary of Integrated
Reporting requirements
SASB tables
TCFD recommendations
GRI contents and
other indicators
complementary
information
independent limited
assurance declaration
credits
quality is in everything we doBRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementwe act with integrity and simplicitysafety as a commitmentannexes6
171
how we prepare our report
GRI content summary
summary of Integrated
Reporting requirements
SASB tables
TCFD recommendations
GRI contents and
other indicators
complementary
information
independent limited
assurance declaration
credits
Independent Limited
Assurance Declaration
BRF S.A - Process Code BRF 23_2024
Verification Team: Juliana Fullmann Ishibachi
BRF S.A. engaged Instituto Totum to conduct
an independent verification of its 2023
Integrated Report.
The information published in the report is the
sole responsibility of BRF S.A. Instituto Totum’s
responsibilities are limited to the activities
described in this statement.
Conclusion
Based on the procedures carried out by Instituto
Totum and the evidence obtained, no sufficient
evidence was found not to give credibility to
the fact that the information contained in “BRF
S.A. 2023 Integrated Report” is not correct and
that it is not in accordance with the reference
standard (Global Reporting Initiative – GRI),
under the “In Compliance” option.
Scope of Limited Assurance Work
The scope and limits of the work are
restricted to the verification of the
2023 Integrated Report, in accordance
with the standards and principles of
the Global Reporting Initiative – GRI
(reference standard). Instituto Totum
has not performed any activity and has
not expressed any conclusion that may
be published outside the defined scope,
for the period of compliance with the
established reference standard (Period
from January 1 to December 31, 2023).
Attached to this Independent Statement
of Limited Assurance is the Checklist
extracted from the Totum Indicator
Verification System (STVI).
quality is in everything we doBRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementwe act with integrity and simplicitysafety as a commitmentannexes6 Factual Basis of Conclusion
Instituto Totum assessed the veracity of the
content and the alignment of the report based
on the requirements of the GRI Sustainability
Reporting Standards 2021 and their contents:
GRI 1 Fundamental Standards, GRI 2 General
Contents 2021, GRI 3 Material Topics 2021 and
with the requirements of the specific standards
GRI 200, GRI 300 and GRI 400, according to the
material topics identified by BRF SA.
Through the process described in this report.
planned and executed a limited assurance
verification work, with the objective of
minimizing the risks of not detecting material
errors with respect to the reference standard,
including, but not limited to:
Allocation of qualified verification staff with
respect to the scope of work and reference
standard;
Critical analysis of the evidence verified
within the context of compliance with the
reference standard;
Conducting interviews with key personnel
in the organization to gain knowledge of the
processes, systems and controls used;
List of requested clarifications, observations
and corrective actions attached to this
declaration.
Verification of the organization’s own data,
information and documented records;
The verification level adopted was Limited,
in accordance with the requirements of the
reference standard, incorporated into Instituto
Totum’s internal verification protocols.
172
how we prepare our report
GRI content summary
summary of Integrated
Reporting requirements
SASB tables
TCFD recommendations
GRI contents and
other indicators
complementary
information
independent limited
assurance declaration
credits
quality is in everything we doBRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementwe act with integrity and simplicitysafety as a commitmentannexes6 173
how we prepare our report
GRI content summary
summary of Integrated
Reporting requirements
SASB tables
TCFD recommendations
GRI contents and
other indicators
complementary
information
independent limited
assurance declaration
credits
Independence
Instituto Totum has internal policies
and guidelines to ensure that the certifier
itself, its verification team and internal
team are independent in relation to the
client’s activities.
The team that conducted this verification has
extensive knowledge in verifying information
and systems involving environmental, social,
health, safety and ethical issues.
Inherent Limitations
The documentary audit work was based on
a sample of existing data and information.
Instituto Totum’s assurance is based on the
assumption that the data and information
were provided by the client in good faith.
There are intrinsic limitations to the limited
verification process. The list of observations
and notes made in the verification process
is not intended to be the complete list of
discrepancies in relation to the reference
standard in the audited scope. Any items
considered “compliant” as a result of
sampling are not necessarily free of real
or potential problems. The work carried
out in a verification with a limited level of
confidence varies in nature, timeframe and
is less extensive and in-depth than the work
carried out in a verification with a reasonable
level of confidence. Instituto Totum planned
and performed the work to obtain evidence
considered sufficient to support its opinion,
and the risk associated with this conclusion is
reduced, but not reduced to the point of being
very low. The report attests only to what was
found within the sample analyzed. Instituto
Totum expressly disclaims any liability for any
decision by any person or organization based
on this Independent Limited Assurance Report.
Any assessment of information related to:
Activities outside the reporting period;
Accuracy of economic and financial
data contained in this Report, extracted
from financial statements, verified by
independent auditors;
Inventory of Greenhouse Gas (GHG)
emissions, already verified by an
independent audit.
quality is in everything we doBRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementwe act with integrity and simplicitysafety as a commitmentannexes6 174
how we prepare our report
GRI content summary
summary of Integrated
Reporting requirements
SASB tables
TCFD recommendations
GRI contents and
other indicators
complementary
information
independent limited
assurance declaration
credits
Greenhouse Gas Inventory Check
The Totum Institute declares that:
BRF S.A
Located at Rua Jorge Tzachel, 475, Bairro Fazenda, Itajaí, SC, had its
emissions inventory verified and complies with
Specifications of the Brazilian GHG Protocol Program
Verification Standard: Brazilian Program Verification Specifications
GHG Protocol – 2011 Edition and ABNT NBR ISO 14064-3.
Process nº: 731-24 / 2020 Inventory Year: 2020
Confidence Level: limited
Detailed Information: Verification Statement No. 731-24/2020
attached to this certificate
São Paulo, April 12, 2024
TOTUM INSTITUTE
Fernando Giachini Lopes – Technical Director Av. Paulista, 2439, 13th floor –
Cj. 132 Consolação – São Paulo/SP - Brazil
FM.REL.116.01 To check the veracity of this Certificate, access the website
www.institutototum.com.br
quality is in everything we doBRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementwe act with integrity and simplicitysafety as a commitmentannexes6
175
credits
Project general coordination
Vice-President of Personnel, Sustainability and Digital Operations
Alessandro Bonorino
Reputation and Sustainability Board
Raquel Ogando, Mayara Jungles, Mariella Rovella and Juliana Zanguetin
Sustainability content, design and consulting
Juntos Approach
Coordination
Marcelo Vieira
Content
Graphic Design
Karen Saji
Layout design
Patrícia Fiasca and Ana Gabriela Nascimento
Karen Saji, Karen Suemi, Ingrid Barbedo and Luan Freitas
GRI Consulting
Proofreading
Larissa Ohikawa and Luciane Locatelli
Catalisando Conteúdo
Project management and relationship
Photography
Dayana Portela and Thaiany Pinto
Art Direction
BRF Archive
Materiality
Karina Rohde and Patricia Dodsworth
Report group – rpt.estratégia
how we prepare our report
GRI content summary
summary of Integrated
Reporting requirements
SASB tables
TCFD recommendations
GRI contents and
other indicators
complementary
information
independent limited
assurance declaration
credits
quality is in everything we doBRF: a food giantintegrated report2023table of contentshighlightsmessage from the leadershipawards and recognitionsabout this reportsimple, agile and efficient managementwe act with integrity and simplicitysafety as a commitmentannexes6 BRF S.A.
GRI 2-1
Head Office
Rua Jorge Tzachel, 475 – Neighborhood Fazenda - Zip Code 88301-140 – Itajaí – SC
Investor Relations: +55 (11) 2322-5377
São Paulo Office
Av. das Nações Unidas, 14401 – Torre Jequitibá – Chácara Santo Antônio (Zona Sul)
São Paulo – SP – Zip Code 04730-090