integrated
report
2024
table of contents
1
3
sustainability governance
48
materiality
50
commitments and results
53
3.1 sustainable sourcing
56
3.2 climate change
69
3.3 animal welfare
79
3.4 natural resources
88
3.5 waste and packaging
95
3.6 social impact
100
our business model
12
global presence
13
portfolio and brands
14
operating context
15
BRF+ 2.0
20
business performance
21
4
quality management
107
BRF quality system
108
product responsability
109
satisfaction of clients and customers 113
5
digital journey
117
initiatives by area
119
6
people management
127
health and safety
138
2
corporate governance
26
compensation practices
29
ethics and compliance
30
corporate risk management
41
about the report
145
GRI contents and other indicators
146
GRI content summary
155
summary of Integrated
Report requirements
168
SASB summary
170
TCFD recommendations
172
Independent Limited Assurance
Declaration
173
credits
175
2
integrated
report
2024
ESG highlights
message from
the leadership
about the report
awards,
recognitions
and rankings
BRF: feeding
the future
our
governance
sustainability
platform
quality
digital transformation
and innovation
people management
and health and safety
annexes
about this report
We present BRF's 2024 Integrated Report,
a document that communicates to our
stakeholders the initiatives, achievements,
and challenges of the year in our value
creation journey and Sustainability Platform.
The publication also highlights the new
material topics, which are the main reference
for managing our sustainability. Their
respective information is spread throughout
the report as these aspects are addressed.
Learn more in Materiality, on page 50.
Throughout the report, we present our
strategic actions and key performance
indicators used to measure achieved results,
along with our main projects, investments,
external recognitions, and future outlook.
For questions, suggestions, or comments,
please contact us via email at acoes@brf.com
or by phone at +55 11 2322-5377. GRI 2-3
Sustainability is a key
part of our journey,
addressed in a
dedicated chapter that
offers a comprehensive
view of our sustainability
platform and its
integration across every
stage of our operations
about the report
2024
table of contents
message from the leadership
5 digital transformation and innovation
awards, recognitions and rankings
3 sustainability platform
4 quality
2 our governance
1 BRF: feeding the future
6 people management and health and safety
annexes
integrated
report
ESG highlights
3
of both companies in Brazil and defined Sadia as
the leading brand for the international expansion of
the beef portfolio. The integration of best practices,
such as direct sourcing of inputs and improvements
in operational efficiency, brought significant results
in the region, reflected in increased sales and
expanded product distribution.
Our vision for the future is global, and in
2024, we further expanded our international
presence, gaining 84 new export certifications
across various continents and increasing our
operations in 117 countries. In addition, we
acquired a processed foods factory in Henan,
China, and invested in Addoha Poultry Company
in Saudi Arabia. These advancements help
diversify our operational geography, mitigate
risks, and maximize the company’s revenue.
Today, with a diversified portfolio and over
440,000 customers served worldwide, we
continue to strengthen our market presence,
feeding the future with solutions that expand
the product offering according to each country's
profile, thus meeting the needs of consumers.
In the EESG agenda, we consolidated
significant progress in sustainability and the
improvement of our governance standards.
message from the leadership GRI 2-22
The record results we present in 2024 reflect the
consistency of the work we started two years
ago, focusing on operational efficiency, financial
discipline, and capturing market opportunities.
We reached R$ 61.4 billion in net revenue, 14%
more than in 2023, marking a historic number.
We also reported record figures in net income,
reaching R$ 3.7 billion, EBITDA of R$ 10.5 million,
and a margin of 17.4%. Our cash generation was
R$ 6.5 billion, the highest ever reported by BRF,
while leverage decreased from 2.01x in 2023 to
0.79x in 2024.
In 2024, BRF+ 2.0 surpassed the boundaries of
an efficiency plan and continues driving the high
performance that is already part of our culture,
capturing R$ 1.5 billion in the year. This was also
the year we celebrated 80 years of Sadia and 90
years of Perdigão, brands that are synonymous with
quality and trust, and continue to gain market share
in all categories. Additionally, we ended 2024 with
a record in our Christmas commemorative product
campaign. Consumer recognition is the result of
our commitment to excellence and innovation in
everything we do.
In the first full year of Marfrig's ownership control,
we made progress in the strategy of a global
multi-protein platform. We united the main brands
Marcos Molina • Chairman
of the Board of Directors
Miguel Gularte • CEO of BRF
message from the leadership
2024
table of contents
5 digital transformation and innovation
awards, recognitions and rankings
3 sustainability platform
4 quality
about the report
2 our governance
1 BRF: feeding the future
6 people management and health and safety
annexes
integrated
report
ESG highlights
4
For the 18th consecutive year, we were recognized
by the market for practices, maintaining inclusion
in both the ISE portfolio and the Efficient Carbon
Index (ICO2), initiatives of B3. We also advanced
in ratings such as FAIRR and CDP, achieving a
leadership score (A-) in two of the three assessed
dimensions: water security and forests.
In the Climate Change area, we had our targets
approved by the Science Based Targets Initiative
(SBTi), becoming the first company in the Brazilian
food sector to have validated targets, following
the new FLAG methodology, which considers
emissions from forests, land use, and agriculture.
In our pursuit of a deforestation-free supply chain,
we achieved 100% control and monitoring of the
grain supply chain across all biomes in Brazil,
advancing our commitment by one year.
In the renewable energy sector, BRF has been
making progress with the goal of achieving 100%
renewable electricity by 2030. By the end of the
year, 53% of the company's electricity was
already sourced from renewable sources.
Regarding animal welfare, our practices ensured
that we achieved 100% certification of animal
welfare in all poultry and swine slaughter units
worldwide. The milestone was achieved with the
certification of operations in Turkey, which added to
the Brazilian units, already certified since 2023.
In terms of human capital, we prioritize the
development and well-being of our employees,
investing in education and training programs
aimed at the professional and personal growth
of all. Among the initiatives we implemented
are the promotion of 8,500 employees and the
distribution of over two thousand scholarships.
In addition, we closed 2024 with the lowest
absenteeism rates in the last four years and
the lowest turnover rate since 2Q21.
We maintain our commitment to promoting an
inclusive and diverse work environment that values
the uniqueness of each employee and provides
equal opportunities for all.
In 2024, we also took action to address the impacts
of the heavy rains that hit Rio Grande do Sul in
May. The BRF Institute launched the +Juntos
pelo Sul Campaign, in partnership with BRF and
Marfrig, raising over R$ 6 million to support the
victims of the floods. The initiative demonstrates
our commitment to social responsibility and
supporting the communities where we operate.
We thank all our employees, integrated producers,
suppliers, communities, customers, consumers,
Board of Directors, shareholders, and investors for
their trust and partnership in our journey. Everyone
was part of the progress that marked the year and
is a key component in the value generated and
delivered to society as a whole.
Marcos Molina
Chairman of the Board of Directors
Miguel Gularte
CEO of BRF
We believe that the diversity of ideas
and perspectives is essential for innovation
and the success of our business.
message from the leadership
2024
table of contents
5 digital transformation and innovation
awards, recognitions and rankings
3 sustainability platform
4 quality
about the report
2 our governance
1 BRF: feeding the future
6 people management and health and safety
annexes
integrated
report
ESG highlights
5
ESG highlights
With record-breaking
results, BRF achieves its
best year in history
We obtained 84 new
export approvals across
different continents
R$ 61.4 billion in net revenue,
14% higher than in 2023
EBITDA of R$ 10.5 billion
and a margin of 17.4%
R$ 3.7 billion in net income
BRF+ 2.0 captured R$ 1.5 billion
The company's leverage
decreased from 2.01x in 2023
to 0.79x in 2024
Sadia holds a 37.4% market share
in the Gulf countries.
Banvit leads the Turkish market
with a 25.7% share
Qualy remains the best-selling
margarine in Brazil
100% monitoring of direct
and indirect grain suppliers
across Brazil's biomes
100% of our slaughter
units certified in
animal welfare
The 1st company in
the Brazilian food sector
to have FLAG climate targets
approved by the SBTi
We reduced water
consumption by 11.4%
compared to the base year 2020
53% of electricity sourced
from renewable sources
93% of our product
packaging is recyclable,
reusable, or biodegradable
100% environmental compensation
for the packaging of Qualy, Hot Bowls,
and Mac N'Cheese
R$ 6 million raised by the
“+ Juntos pelo Sul” campaign from
the BRF Institute to support the
flood victims in Rio Grande do Sul
600 volunteer actions
carried out in the regions
where we operate
8,500
people
promoted
+ 2,700
leaders
trained
BRF reports the best
Frequency Rate (of accidents)
among companies in the
sector globally (3.98)
2024
table of contents
message from the leadership
5 digital transformation and innovation
awards, recognitions and rankings
3 sustainability platform
4 quality
about the report
2 our governance
1 BRF: feeding the future
6 people management and health and safety
annexes
integrated
report
ESG highlights
6
awards and recognitions
Reclame Aqui Award
1st place in the category Perishable
and Frozen Foods – Large Operations
Top of Mind 2024 by Datafolha
Most remembered brand in
Christmas dinner (Top Festas for two
consecutive years) and in Calabrese
sausage (for three consecutive years)
Kantar BrandZ 2024
Brazil's Most Valuable Food Brand
2nd brand in the overall ranking
for consumer experience and trust
24th most valuable brand
in Brazil in the overall ranking
The Best of São Paulo 2024
by Datafolha
1st place among the favorite market brands
in the categories of Chicken, Calabrese
Sausage, Salami, Ham, and Sausage
Top of Mind of the Favelas 2024 by
Novo Outdoor Social/Grupo NOS
1st place among the most recalled
food brands
Paladar Estadão 2024
Best Tender in the market
2nd best Ancho beef (Sadia Bassi)
Reclame Aqui Award
2nd place in the category Perishable
and Frozen Foods – Large Operations
LoveBrands 2024 by Ecglobal
2nd place among the most famous
brands in the Meat and Meat
Products category
Paladar Estadão
1st place in the category Best
Tuscan Sausage on the Market
LoveBrands 2024
by Ecglobal
1st place in the Meat and
Processed Meat category for two
consecutive years (2023 and 2024)
Brands
Reclame Aqui Award
3rd place in the Food category
– Pet Large Operations
Top of Mind 2024
1st place in the Margarine category
for the 19th consecutive time
Reclame Aqui Award
2nd place in the Dairy Foods category
Brand Finance Award 2024
Brazil’s Most Valuable Food Brand
2024
awards, recognitions and rankings
table of contents
message from the leadership
5 digital transformation and innovation
3 sustainability platform
4 quality
about the report
2 our governance
1 BRF: feeding the future
6 people management and health and safety
annexes
integrated
report
ESG highlights
7
ESG awards, recognitions and rankings
BRF achieved a leadership score of
A- in two out of the three categories
assessed by CDP: Water Security
and Forests (palm oil, soy, wood)
BRF is a leader in the poultry
and pork segment in the
Benchmark on Farm Animal
Welfare (BBFAW), the world’s
leading ranking for farm animal
welfare management
BRF was ranked the 4th
best company in ESG/
Socioenvironmental practices
in the Food and Beverage
sector in the 2024 Época
NEGÓCIOS 360° Yearbook
In the 20th edition of the Melhores
do Agronegócio Award, promoted
by Globo Rural, we advanced to
4th place in the overall ranking
and in the Poultry and Pork
segment, climbing one position
compared to 2023
Winner in the Ethics,
Integrity and Compliance
category with the
Integrity Week initiative
We achieved, for the third
consecutive year, the Gold
category in the ranking maintained
by Mercy for Animals, which
recognizes companies for their
commitment to best practices in
animal welfare
BRF ranks 2nd in the "Public Company" category and was
acknowledged for corporate governance at the Abrasca Annual Report
Award. The award, held by the Brazilian Association of Publicly Traded
Companies (Abrasca) in collaboration with B3, recognizes the highest
standards in Annual Reports and corporate reporting practices in Brazil
We are ranked 12th
among the 339 companies
in the Processed Foods
(Packaged Foods) sector
evaluated in the index
BRF is the top-performing
company among chicken producers
and second among pork producers
in the Coller FAIRR Protein Producer
Index, published by the FAIRR
Initiative
We have been awarded for the
15th consecutive time, the Gold
Seal of the Brazilian GHG Protocol
Program, the highest certification
level awarded to companies that
meet transparency criteria in
publishing their greenhouse gas
emissions inventories.
For the 18th consecutive year,
BRF is included in the Corporate
Sustainability Index (ISE) and, for the
14th time, in the Carbon Efficient
Index (ICO2), both from B3
2024
awards, recognitions and rankings
table of contents
message from the leadership
5 digital transformation and innovation
3 sustainability platform
4 quality
about the report
2 our governance
1 BRF: feeding the future
6 people management and health and safety
annexes
integrated
report
ESG highlights
8
1
BRF:
feeding
the future
9
Material topic: Product safety and quality
integrated
report
2024
our business model
global presence
portfolio and brands
operating context
BRF+ 2.0
business performance
in this chapter:
9
BRF: feeding the future GRI 2-1, 2-6
BRF sells approximately 5 million tons of food
per year, committed to bringing safety, quality,
and integrity from the field to the table. In 2024,
Perdigão celebrated 90 years and is the most
chosen food brand in Brazil1. Sadia, the most
valuable Brazilian food brand2, celebrated 80 years.
We also own Qualy, a margarine brand present in
seven out of ten Brazilian households.
Our head office is located in Itajaí (SC), in Brazil. We
have 45 manufacturing plants (37 in Brazil, three
in Turkey, three in the Middle East – two in Saudi
Arabia and one in the United Arab Emirates –, one
in China and one in Paraguay) and 101 distribution
centers, exporting products to 117 countries.
Additionally, we have a network of 8,400 integrated
producers and over 30,000 business partners.
In 2024, we launched the campaign “Side by side,
feeding the future”, with BRF and Marfrig aligned
as a global multiprotein platform. We offer the four
main proteins – beef, pork, chicken, and turkey –
as well as plant-based products and ready-to-eat
meals that meet nutritional needs and market
demands, such as products with Halal certification.
We have expanded our operations by acquiring
our first processed food production plant in
China, investing in a joint venture with Addoha
Poultry Company, a poultry slaughter business
in Saudi Arabia, and announcing an agreement
to acquire a 50% share in Gelprime, a company
specializing in gelatin and collagen.
BRF+ 2.0 drives our commitment to greater
efficiency, fostering a culture of high performance
and continuous improvement. Our Sustainability
Platform provides the structure for setting goals,
measuring progress, and managing initiatives
that promote socioeconomic development,
with a focus on environmental stewardship,
animal welfare, and ethics & transparency.
present in
117 countries
100,000
employees
1 Brand Footprint 2023 survey by Kantar.
2 BranZ 2024 Most Valuable Brand Survey, by Kantar.
3 For January 2025.
These achievements include our nearly
100,000 employees, making us one of the
largest employers in Brazil, as well as more
than 440,000 clients served through our
own retail network. Our goal is to continue
generating a positive impact both for the
business and beyond.
BRF S.A. is a publicly-held corporation.
Since December 2023, Marfrig has
been the controlling shareholder,
holding a 50.49%3 stake, in a
partnership that has enabled us to
uncover new opportunities every day.
Among the potential avenues for joint
value creation are the merger of their
main brands in Brazil: Sadia Bassi
and Perdigão Montana, as well as the
designation of Sadia as the main brand
for expanding the beef portfolio in the
international market. GRI 2-6
1 BRF: feeding the future
2024
table of contents
message from the leadership
5 digital transformation and innovation
awards, recognitions and rankings
3 sustainability platform
4 quality
about the report
2 our governance
6 people management and health and safety
annexes
integrated
report
ESG highlights
10
BRF Pet
Created from expertise and integration of the supply chain,
using animal protein flour as an input in our processes.
In 2024, we produced 9,000 tons of high nutrition quality
animal food. We have five manufacturing units, four in
Brazil and one in Paraguay, and we export products from 20
brands to more than 20 countries. We follow trends, such as
natural food, with two market-leading brands: Biofresh and
Guabi Natural. To enhance our portfolio, in 2024, we focused
on producing snacks and wet food, as well as expanding our
product range for cats.
BRF Ingredients
An efficient and innovative business
unit dedicated to producing high-value
ingredients from by-products of the
agribusiness chain, such as viscera, bones,
and blood. We have 31 production units for
Ingredients in Brazil, across seven different
states, supplying the markets of Animal
Nutrition, Food Ingredients, Human Health,
and Plant Nutrition.
1 BRF: feeding the future
2024
table of contents
message from the leadership
5 digital transformation and innovation
awards, recognitions and rankings
3 sustainability platform
4 quality
about the report
2 our governance
6 people management and health and safety
annexes
integrated
report
ESG highlights
11
Our capitals
Human
+ 100,000 employees
Multicultural, diverse, and with deep
knowledge of markets, habits, and lifestyles
Social
Around 8,400 integrated producers
+ 440,000 clients
Community engagement through
BRF Institute
Intellectual
Innovation Center, BRF Digital Journeys 4.0,
BRF Hub and BRF Garage
Manufactured
45 production units in Brazil and worldwide
Present in 117 countries
101 distribution centers
2 innovation centers
Natural
Hydro and energy resources for industrial
use and animal production (agricultural)
Financial
Net revenue, generation of operational cash
flow and contributions from shareholders
and investors
our business model GRI 2-6
Results and
value generation
For the business
• R$ 3.7 billion in net income
• R$ 1.5 billion in efficiency captures through BRF+ 2.0
• 84 new export licenses granted
• Certification of 100% of all our slaughter
facilities worldwide
• 2.6 million hours of training offered
• + 2,000 scholarships for employees
• 3.9 million interactions through our chatbot ecosystem
For the environment
• An 8.2% reduction in Scope 3 emissions
compared to 2023
• Environmental compensation of 31.7 tons of
packaging from Qualy, Deline, and Sadia Hot Bowls
• 11.4% reduction in water consumption in our
global industrial operations
• Launch of the first regenerative agriculture
consortium in Latin America
For society
• More than R$ 6 million was raised through a
campaign in response to the tragedy in Rio Grande do
Sul
• 600 volunteer initiatives conducted
• More than 200 tons of protein were donated to social
organizations through Instituto BRF
What we do
We transform raw
materials into food
How do we do it?
Commitments
Safety, quality and integrity
Premises
Simplicity, agility and efficiency
Purpose
Offer quality food that is
increasingly tasty and practical
for people around the world
1 BRF: feeding the future
2024
table of contents
message from the leadership
5 digital transformation and innovation
awards, recognitions and rankings
3 sustainability platform
4 quality
about the report
2 our governance
6 people management and health and safety
annexes
integrated
report
ESG highlights
12
global presence GRI 2-1, 2-6, SASB FB-MP-000.A, FB-MP-000.B
5 million tons of products sold
Brazil
Uruguay
South Africa
Chile
Middle East
Asia
Turkey
3 industrial plants
3 industrial plants
25 distribution centers
37 industrial plants
57 distribution centers
1 commercial office
1 distribution center
17 distribution centers
Austria
Singapore
Vietnam
China
South Korea
Japan
Saudi Arabia1
Kuwait
Oman
Qatar
United
Arab Emirates
1 commercial office
1 commercial office
Paraguay
1 commercial office
1 industrial plant
1 commercial office
1 distribution center
1 commercial office
1 Including 1 plant of Addoha Poultry Company in Saudi Arabia, in which BRF Arabia holds a 26% minority stake.
1 industrial plant
1 BRF: feeding the future
2024
table of contents
message from the leadership
5 digital transformation and innovation
awards, recognitions and rankings
3 sustainability platform
4 quality
about the report
2 our governance
6 people management and health and safety
annexes
integrated
report
ESG highlights
13
ingredients
pet
portfolio
and brands
Our brands reflect BRF’s commitment to
quality and excellence, offering products
that cater to a wide range of customer
and consumer profiles. Through market
research, we have gathered evidence of
the recognition and satisfaction with our
portfolio, as well as the strong demand
for the unique value our brands bring.
For 19 consecutive years, Qualy has
been part of the Top of Mind of Folha
de S.Paulo, with Sadia also present for
12 consecutive years, being the most
remembered brand in the categories
Christmas Dinner (for the second
consecutive year) and Calabresa Sausage
(for the third consecutive year). They are
also the only two Brazilian food brands
featured in the global rankings of Kantar
and Nielsen.
We operate across a variety of regions,
cultures, and traditions, offering
convenience, quality, and healthiness
with fresh proteins, ready-to-eat
meals, margarines, cold cuts,
vegetables, processed foods,
ingredients, and animal feed.
Brand 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
• www.brf-global.com/brf-pet
BRF on social media
• www.facebook.com/wearebrf
• www.instagram.com/brf_global
• www.linkedin.com/company/brf
• www.youtube.com/user/brfglobal
• www.x.com/BRF_Brasil
foodstuffs
1 BRF: feeding the future
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5 digital transformation and innovation
awards, recognitions and rankings
3 sustainability platform
4 quality
about the report
2 our governance
6 people management and health and safety
annexes
integrated
report
ESG highlights
14
campaign of
commemorative
In September, we launched our
Christmas commemorative products
campaign — a period during which
Sadia and Perdigão have solidified
their positions as the leading brands
in Brazil, especially in the turkey
and specialty poultry segments. In
addition, we invested in the launch
of four products and promotional
actions at points of sale.
Official websites:
sadiakits.com.br
perdigaokits.com.br
mercatoemcasa.com.br
Rebeca Andrade: our
leap in sustainability
In 2024, our partnership with gymnast
Rebeca Andrade, ambassador for Qualy, was
expanded to include sustainability topics.
The launch featured a series of videos on
social media about Qualy's four sustainability
principles (recycling, repurposing, reusing,
and recipes), including a recipe made by
the athlete, spreading good practices in
the fight against food waste to society.
Certifications and audits
To ensure the quality and safety of our products,
we have an Operational Excellence System that
includes self-assessment and periodic internal
audits, using the ETI Base Code (Ethical Trading
Initiative) as a reference. Our operational units
also undergo external audits in different social
responsibility protocols, including SWA, ICS,
and SMETA. The latter is developed by Sedex
(Supplier Ethical Data Exchange), an international
collaborative responsible sourcing platform of
which we have been a member since 2013. In
2024, we had 24 units audited by a third party.
The volume produced by these units in 2024
represents 57% of BRF's total production.
GRI FP5, 3-3 Product Quality and Safety
Check the full list of certifications in the Annexes.
domestic market
The consumer landscape in Brazil in 2024 was
marked by favorable conditions, supported by
steady improvements in employment and income
levels. As a result, we saw strong growth across all
our categories, with a notable increase in demand
for processed products like cold cuts, sausages,
and frozen foods. Within this context, BRF achieved
growth above the market average, reaching a 40.8%
market share and consolidating its undisputed
leadership in the Brazilian processed foods and
margarine markets. The Perdigão brand remained
operating
context
1 BRF: feeding the future
2024
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message from the leadership
5 digital transformation and innovation
awards, recognitions and rankings
3 sustainability platform
4 quality
about the report
2 our governance
6 people management and health and safety
annexes
integrated
report
ESG highlights
15
the top-selling in the country, while Sadia experienced
significant growth, rising to the second position in the
market and being recognized as the most valuable
food brand in Brazil. This strong market performance
reflects a long-term strategy focused on sustainable
progress, driven by the following key levers:
• Stronger market engagement through increased
presence at trade shows and retail locations,
along with recognition as the top supplier
by various partners across all channels and
regions in Brazil, including key foodservice
clients such as McDonald’s and Outback.
• Expansion of our strategic strength – capillarity
– by adding 47,000 new clients compared to
2023, reaching a total of 440,000 points of sale
and covering 99% of all municipalities in Brazil.
• Optimization of our efficiency through the ongoing
implementation of BRF+ 2.0, balancing supply and
demand via control and management (pricing
systems and use of qualified information), resulting
in greater availability and less waste. Combined
with increased team productivity, this delivered
a historic performance, with strong growth in
product mix and service level: 200,000 more
items sold than in 2023, a 15 p.p. increase in NPS,
and a 94% fill rate in the self-service channel.
• Lastly, we made significant progress in
commercial execution, achieving stronger in-
store presence (sales reps and promoters
with over 96% adherence) and growth
across all pillars of our Ideal Store program
– particularly in product assortment and
shelf space, which expanded by 10%.
In terms of results, total sales volume showed
consistent growth throughout the year, with
an average increase of 7% compared to 2023.
Notably, our value-added portfolio (processed,
spreads, and semi-processed products),
which drove volume and grew 10% over the
year (15% in Q4). To close out the year, we
strategically launched our holiday campaign
early, resulting in above-market growth (59.5%
market share) and the highest margin in our
history, further solidifying our leadership and
presence during the year-end festivities.
Overall, 2024 stood out as an exceptional year,
characterized by improvements across all the
previously mentioned indicators. Coupled with
a clear strategy based on data-driven protein
pricing models and the commercial team’s
decision-making expertise, this led to a 7.4%
increase in net revenue, further fueled by an
0.4% rise in average price.
1 Nielsen Retail data 6th Bi’24. Data refers only to the processed and
margarine markets; total volume growth (including fresh products) is 7%.
We
outperformed
the market
in all
categories1
GDP
Market
BRF
+3.5%
+5.6%
+9.1%
+5.1 p.p. vs. market – Sausages
+3.9 p.p. vs. market – Frozen Foods
+3.7 p.p. vs. market – Cold Cuts
+ 3.3 p.p. vs. market – Margarines
business innovation
Regarding commodities, predictive
purchasing models play a key role in our
decision-making process. However, due to
market volatility, we have increasingly sought
alternatives to provide flexibility within our
supply chain. An example is the expansion of
the capacity to receive DDG (dried distillers
grains), a byproduct derived from corn.
In 2024, we continued to evolve in direct
purchasing from producers and implemented
a series of actions, such as using technology
to map opportunities around our plants,
increasing our purchasing teams, and
expanding our storage capacity.
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In July, the identification of a Newcastle
disease case in Rio Grande do Sul led to the
temporary suspension of chicken exports
by the Ministry of Agriculture. The situation
significantly affected companies with
production in the state, and the BRF was no
exception, as nearly 20% of its production is
in the region. The agility in communication
between the public and private sectors, along
with the actions of the Brazilian Association
of Animal Protein (ABPA), contributed to our
ability to make the necessary adjustments,
preventing revenue losses. After 26 days
of suspension, all markets to which Brazil
exports were reinstated by the Federal
Government agency.
The abundant harvests did not impact grain
prices, but we remained vigilant regarding
the potential effects of climatic events. In
this regard, we increased our focus on
operational risks related to climate-related
adversities. The floods in Rio Grande do Sul
resulted in material losses and business
interruptions at three units in the Vale do
Taquari region (two slaughterhouses and
one feed factory), resulting in considerable
financial impacts.
In response to the disaster, the company
transferred and purchased feed from third
parties, made adjustments to the physical
structures of the affected units, and
relocated poultry to other facilities. On the
social front, the BRF Institute raised over
R$ 6 million through the +Juntos pelo Sul
campaign, in partnership with BRF and
Marfrig, to support affected families and
help rebuild the impacted regions. Learn
more in Social Impact.
In addition, fires in other regions impacted
part of our forest asset inventory in Minas
Gerais, Goiás, and Mato Grosso, while
the drought period caused disruptions in
the energy buying and selling scenario.
Internally, faced with a competitive job
market, our strategy focused on talent
retention, through initiatives such as
active listening, offering competitive
benefits, internal promotions, and
changes in communication to engage
the new generations. We also invested in
infrastructure to make our operations more
attractive to employees in regions with
slaughterhouses, such as our operations in
Lucas do Rio Verde (MT).
international market GRI 2-6
BRF's leadership in the global protein chain
has been developed through a combination
of efficiency, competitive prices, and quick
response during crises, the latter being especially
crucial in recent years due to the wars.
Key highlights of 2024 included the recovery of
export prices in the regions where we operate,
strong execution of our market diversification
strategy, and a pricing system that helped
enhance our results. We also witnessed a
balanced supply and demand relationship and
resumed our operations in the United Kingdom.
To mitigate the impact of exchange rate
fluctuations, we continued our strategy of reducing
inventory levels in foreign markets and increasing
direct shipments from the plant, to 81.6% in
2024, which reduced additional port-related costs
and supported better commercial positioning.
Through BRF+, we have been investing to
expand our presence in new markets and
gain additional export approvals. In 2024,
we secured 84 export approvals – a 27.3%
increase compared to the previous year.
Among the opportunities leveraged is our
ability to deliver added value through cultural
context – customizing products across the
supply chain to meet local consumer demands,
thus building stronger customer loyalty..
Supply challenges are overcome with
strategy and communication SASB FB-MP-440a.3
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The sustainability agenda has increasingly become
an important criterion for accessing international
markets, alongside regional priorities and local
realities. We were ranked as the best company
in the sector by the Sustainalytics rating and our
plant in the United Arab Emirates is recognized as
a benchmark in environmental best practices.
Additionally, we focus on fostering an exchange of
best practices with our clients, aiming to generate
mutual benefits in the field of sustainability. The
strong relationships we have built enable us
to share the best of what we offer, such as our
extensive technical expertise, and to reinforce
our commitment to continuous improvement.
One of the key lessons learned in 2024 was the
importance of agility in communication and
providing timely clarifications to clients, particularly
in response to risk-related events with impacts
on the global market, such as the Newcastle
disease outbreak reported in Brazil. In this regard,
government initiatives that support the guarantee
of raw material safety played a crucial role in
helping us maintain access to international markets.
Halal market
In the Halal market, our brands Sadia and
Banvit are leaders among consumers, who
identify with our complete portfolio and
the convenience we offer. The Halal seal
endorses our commitment to production
principles, following Muslim requirements.
In 2024, the Ramadan celebrations boosted
product consumption in the first quarter, and
throughout the year, we also recorded growth
in the sales volume of processed products.
In Turkey,, we saw an increase in sales of in
natura products as well as processed products,
achieving the highest market share in history
for this category by the end of 2024.
Our local presence, with nearly seven
thousand employees and teams in
marketing and research & development,
helps drive innovation in products, logistics,
partnerships, and talent development.
The growth and expansion strategy in the
Halal market is focused on advancing the
portfolio of value-added products, as well
as on the agenda of food safety, especially
in Saudi Arabia. In Turkey, we invested in
expanding operational capacity and training
our workforce.
acquisitions in Saudi
Arabia and China GRI 2-6
We began a new chapter with the expansion
into the international market, announcing
two acquisitions in 2024. The first was
the acquisition of 26% of Addoha Poultry
Company, through a joint venture with Halal
Products Development Company (HPDC),
a wholly owned subsidiary of the Public
Investment Fund (PIF) of the Kingdom of
Saudi Arabia. The investment strengthens
the BRF portfolio and operations in the
Middle East, consolidating it as a strategic
partner of Saudi Arabia in food safety,
where it has operated for 50 years and
leads the market with renowned brands.
In China, we acquired a processed food
factory in the Henan province, with an
investment of USD 43 million. Built in 2013,
the factory has two food processing lines
with a capacity of 28,000 tons per year and
the potential for expansion to two additional
lines. After the expansion, which is estimated
to cost around US$ 36 million, a production
capacity of 60,000 tons per year is expected.
In addition, it is estimated that approximately
850 additional jobs will be created. The
negotiations are part of our sustainable
growth strategy, including governance
aspects such as due diligence, risk analysis,
and the adoption of best practices.
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BRF and Marfrig side by side
GRI 2-6
The communication with society aimed to showcase
the value generation that the strategic partnership
brings, including the common attributes between
the brands. Through press releases and social
media announcements, we showcased the strength
of BRF and Marfrig, which, when combined, deliver
significant results, such as "1+1 = over 442,000
customers customers served worldwide."
The strategy also made progress on the shelves.
Within the premium segment, Bassi burger
packaging began featuring the Sadia seal,
and the Perdigão Montana line was launched,
combining the expertise of each company's most
relevant brands.
Another example of joint value creation
between the companies was the choice of
Sadia as the main brand for the international
expansion of the beef portfolio.
The credibility of the brands and the strength
of the multiprotein platform are already
reflected in significant sales volume growth,
with an increase following the launch of
the Sadia-Bassi line. Another relevant
aspect of this action is BRF's distribution
reach, which helps expand the national
presence of our products, now available
in more than 440,000 points of sale.
In 2024, BRF and Marfrig made significant
progress in sharing best practices and seizing
opportunities, with a forward-thinking vision to
create a global multiprotein platform offering the
best products to consumers.
Among the highlight actions is the pursuit of
greater efficiency in operations, with BRF's supply
chain area making direct purchases of inputs and
the service center in Itajaí (SC) beginning to serve
Marfrig. Convergence points were also identified
in the Sustainability agenda, such as policies and
guidelines, so that they can be applied according
to the specificities of the production chains.
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BRF+ 2.0
+simple
+agile
+efficient
+together
Industry
Inventories
International
Cost of
animal
Logistics
Losses
Halal
Brazil
Captures:
R$1.5 billion
BRF+ 2.0 is the next phase of BRF+, our
efficiency plan aimed at addressing
opportunities throughout our entire
supply chain and promoting continuous
improvement. The key indicators of our
journey are organized into eight areas,
each detailed in the budget and in the
employees’ goal-setting documents.
Built collaboratively by our senior leadership,
BRF+ 2.0 is grounded on the principles
of simplicity, agility, and efficiency. It has
evolved into a cultural and performance-
driven movement within the company,
encouraging discipline, attention to detail,
and focus on performance indicators. This
is the high-performance culture we are
building—guided by discipline, results-
driven action, and unity as one team,
inspired by our CEO’s motto: ‘The future
begins every Monday.
We set goals and follow a model to
monitor indicators at all operational levels,
aiming for financial and sustainability
gains through process improvements,
resulting in competitive advantages.
The challenges set by the BRF + 2.0
Program have helped us to evolve
consistently day after day with increasingly
solid results. In its second year of
BRF+ 2.01
Logistics service level:
+1,2 p.p. for small retailers
+2.4 p.p. for large chains
Returns in Brazil:
-0,9 p.p.
Mortality:
0,0 p.p. in broilers
-0,8 p.p. in swine
Swine feed
conversion:
-1,0%
Broiler feed
conversion:
-2,1%
In natura yield:
+1,5 p.p. in broilers
+2,4 p.p. in swine
1 The percentage and p.p. variations shown are comparisons between 2024 and 2023.
socioeconomic development of our clients,
for example, by increasing product availability,
reducing stockouts, and improving turnover.
After completing another cycle
focused on efficiency and productivity,
the plan continues its execution in
2025, maintaining a focus on high
performance while expanding its scope
to the production chain in Turkey and
the consolidation of the Pet business.
Supported by BRF+ Together, an initiative
that encourages collaborative behaviors,
the program remains a fundamental
pillar of our organizational culture.
implementation, BRF+ 2.0
aimed at standardizing
processes based on internal
benchmarks. As a result,
the program captured R$
1.5 billion in value and
delivered performance
above historical levels, with
feed conversion indicators
standing out as a key
highlight.
Through BRF+ 2.0, we
generated benefits for
the entire chain, raising
the level of our service
and contributing to the
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business performance
In 2024, we continued on a path of solid
financial performance, reporting growth in net
revenue and EBITDA, as well as net income.
The management changes implemented at the
company contributed to these results, driven
by efficiency gains under BRF+ 2.0, increased
market share in Brazil, and progress in commercial
execution, including over 440,000 clients, 84
new export authorizations, and better price
positioning in the international market.
These strategic directions guide us to continue this
journey by allocating resources effectively, focusing
on expansion while remaining mindful of the future
challenge of meeting food demand in line with
global population growth.
We also see further opportunities to improve
the performance of our plants through the
BRF+ 2.0 indicators.
With the resumption of cash generation,
BRF’s strategy is therefore focused on
capacity-related investments, which
began with the announced acquisition
of assets in Saudi Arabia and China, as
well as on sustainable growth, supported
by our Sustainability Platform and
the commitments we have made.
We returned value to shareholders for the first
time since 2016, with the payment of interest
on equity (JCP) totaling R$ 1,146 million.
financial performance
In 2024, BRF delivered the best operational
and financial performance in its history. These
record results reflect the consistency of the work
initiated over two years ago under a new strategic
direction, focusing on operational efficiency, market
opportunity capture, and financial discipline.
With a historic net revenue of R$ 61.4 billion,
14% higher than in 2023, the company reported
a record EBITDA of R$ 10.5 billion and a
margin of 17.4%. Net income also reached
an all-time high, totaling R$ 3.7 billion.
The excellent operational levels contributed to the
best cash generation in the company's history,
with R$ 6.5 billion for the year. Another key factor
for the best annual performance since BRF's
creation was capital allocation, which enabled
the reduction of net debt and the resumption of
shareholder compensation. The company's leverage
decreased from 2.01x in 2023 to 0.79x in 2024.
The results were driven by increased sales volumes,
with a focus on the processed products portfolio,
gaining market share in all categories in Brazil.
An efficient commercial execution, the expansion
of products and destinations, as well as targeted
innovations, also contributed significantly to the
performance in 2024. Additionally, the company
continued to evolve its operational indicators
through BRF+ 2.0, which achieved a capture of
R$ 1.5 billion for the year, consolidating a high-
performance culture within the company.
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The Brazilian market delivered historic results,
reaching over 327,000 customers served. The
brands Sadia and Perdigão celebrated their 80th
and 90th anniversaries, respectively, further
solidifying their position as market leaders in
the country. The anniversary campaign set a
sales record and confirmed BRF's leadership
in this category as well. Annual revenue in the
domestic market reached R$ 28.8 billion, a 7.4%
increase compared to 2023. EBITDA totaled R$
4.5 billion, with a margin of 15.5%, an increase
of 4.1 percentage points compared to 2023.
In the International segment, the company
achieved record profitability, primarily driven by
a result of the market diversification strategy and
the increased share of processed products in the
portfolio. The reported EBITDA reached R$ 5.7
billion, five times higher than in 2023, with a
margin of 20.2%, an increase of 15.8 percentage
points compared to the previous year. Our
brands remain market leaders in the Middle East:
Sadia reached a 37.4% market share in the Gulf
Cooperation Council (GCC) countries, and Banvit
holds a 25.7% share in Turkey.
Highlights (R$ million)
2024 Consolidated
Corporate Result
Hyperinflation
Turkey
2024 consolidated
managerial result
Variation
Volumes (Thousand, Tons)
4,998
-
4,998
-
Net Revenue
61,379
924
60,455
(1.5%)
Average Price (R$/kg)
12.28
-
12.10
(1.5%)
CPV
(45,543)
(890)
(44,653)
(2.0%)
CPV/kg
(9.11)
-
(8.93)
(2.0%)
Gross Profit
15,836
34
15,802
(0.2%)
Gross margin (%)
25.8%
26.1%
0.3 p.p.
Adjusted EBITDA
10,508
-
10,508
-
Adjusted EBITDA Margin (%)
17.1%
17.4%
0.3 p.p.
Net income (loss)
3,692
(235)
3,457
(6.4%)
Net Margin – Total (%)
6.0%
5.7%
(0.3) p.p.
Performance overview
2024
2023
Var % y/y
Volumes
(Thousand, Tons)
4,998
4,854
3.0%
Net Revenue
61,379
53,615
14.5%
Average Price
(R$/kg)
12.28
11.05
11.2%
CPV
(45,543)
(44,782)
1.7%
CPV/kg
(9.11)
(9.23)
(1.2%)
Gross Profit
15,836
8,834
79.3%
Gross margin (%)
25.8%
16.5%
9.3 p.p.
Net income (loss)
– Total Corporate
3,692
(1,869)
297.5%
Net Margin (%)
6.0%
(3.5%)
9.5 p.p.
Adjusted EBITDA
– Ongoing
Operations
10,508
4,721
122.6%
Adjusted EBITDA
Margin (%)
17.1%
8.8%
8.3 p.p.
Corporate EBITDA
10,365
4,061
155.2%
Corporate EBITDA
Margin (%)
16.9%
7.6%
9.3 p.p.
Cash Generation
(Consumption)
6,524
(1,105)
690.6%
Net Debt
8,325
9,475
(12.1%)
Leverage (Net
Debt/Adjusted
EBITDA 12M)
0.79x
2.01 x
(60.5%)
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EBITDA (R$ million)
2024
2023
Var % y/y
Income Tax and Social Contribution
1,358
(116)
1,272.1
Net Financials
1,791
2,821
(36.5%)
Depreciation and Amortization
3,525
3,225
9.3%
EBITDA
10,365
4,061
155.2%
EBITDA Margin (%)
16.9%
7.6%
9.3 p.p.
Impairment
12
33
(62.8%)
Fair value of forests
79
(188)
141.9%
Hedge Accounting – Debts
-
549
n.m.
Effects of Hyperinflation
(74)
249
(129.9%)
Result by Equity method
14
3
317.7%
Climate events – RS
113
-
n.m.
Adjusted EBITDA
10,508
4,721
122.6%
Adjusted EBITDA Margin (%)
17.1%
8.8%
8.3 p.p.
Indebtedness (R$ million)
Current
Non-Current
2024
2023
Var 2024/2023
National currency
(386)
(7,954)
(8,340)
(9,002)
7.4%
Foreign currency
(1,165)
(11,540)
(12,705)
(10,591)
(20.0%)
Gross indebtedness
(1,550)
(19,495)
(21,405)
(19,593)
(7.4%)
Cash and investments
Current
Non-Current
2024
2023
Var 2024/2023
National currency
4,937
79
5,016
5,592
(10.3%)
Foreign currency
7,399
305
7,704
4,526
70.2%
Total investments
12,335
385
12,720
10,199
25.7%
Net Indebtedness
10,785
(19,110)
(8,325)
(9,475)
12.1%
Economic value distributed (R$ million) GRI 201-1
2022
2023
2024
Operating costs
(44,734)
(42,869)
(42,576)
Employee wages and benefits
(6,117)
(6,741)
(8,292)
Payments to capital providers
(1,079)
(2,461)
(6,980)
Payments to the government
(5,916)
(5,239)
(7,342)
Investments in communities1
0
0
0
Total
10,785
(59,178)
(61,498)
1Our investments in communities are made through the IBRF Institute.
Direct economic value generated (R$ million)
2022
2023
2024
60,837
60,536
53,615
Retained amount1 (R$ million)
2022
2023
2024
-99
1,536
93,655
1 Direct economic value generated minus Distributed economic value.
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Brazil Segment (R$ million)
2024
2023
Var % y/y
Net operational revenue
28,841
26,859
7.4%
Average price (R$/kg)
12.09
12.05
0.4%
CPV
(21,107)
(20,942)
0.8%
CPV/kg
(8.85)
(9.39)
(5.8%)
Gross profit
7,734
5,917
30.7%
Gross margin (%)
26.8%
22.0%
4.8 p.p.
Adjusted EBITDA
4,469
3,071
45.5%
Adjusted EBITDA Margin (%)
15.5%
11.4%
4.1 p.p.
International Segment (R$ million)
2024
2023
Var % y/y
Net operational revenue
28,249
24,433
15.6%
Average price (R$/kg)
12.92
11.26
14.7%
CPV
(20,851)
(21,509)
(3.1%)
CPV/kg
(9.54)
(9.91)
(3.8%)
Gross profit
7,398
2,925
152.9%
Gross margin (%)
26.2%
12.0%
14.2 p.p
Adjusted EBITDA
5,706
1,073
431.8%
Adjusted EBITDA Margin (%)
20.2%
4.4%
15.8 p.p.
Other segments (R$ million)
2024
2023
Var % y/y
Net operational revenue
3,365
2,905
15.9%
Average price (R$/kg)
7.88
6.38
23.5%
CPV
(2,590)
(2,140)
21.0%
CPV/kg
(6.06)
(4.70)
29.0%
Gross profit
776
765
1.4%
Gross margin (%)
23.0%
26.3%
(3.3 p.p.)
Adjusted EBITDA
422
440
(4.1%)
Adjusted EBITDA Margin (%)
12.5%
15.1%
(2.6 p.p.)
For more details on our financial results, please refer to BRF's
Financial Statements for the 2024 fiscal year on the Investor
Relations website: ri.brf-global.com.
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Material topics: Ethics, integrity and compliance,
Human rights and labor relations
2
Our
governance
25
integrated
report
2024
corporate governance
compensation practices
ethics and compliance
corporate risk management
in this chapter:
25
corporate
governance GRI 2-9
Integrity is not just a non-negotiable
commitment, but is also reflected in the daily
actions of everyone who works with or interacts
with BRF. We understand that the long-term
success and sustainable growth of our business
rely on this principle. Acknowledging that there is
always room for improvement, we are dedicated to
continuously evolving and enhancing our practices
in every area of our operations.
We take pride in being the first company in
the food and beverage sector to align with the
Novo Mercado rules of B3, since our adherence
on April 12, 2006. This milestone reflects
our commitment to exemplary corporate
governance, based on the principles of ethics,
transparency, and fairness. BRF’s governance
structure plays a crucial role in value creation, as
it showcases our dedication to building trust with
our stakeholders and attracting investments.
Governance also contributes to more effective
decision-making and risk mitigation, which in
turn positively impacts the company’s overall
performance and long-term sustainability.
In this regard, at BRF, governance is characterized
by a robust and transparent model that ensures
compliance with the best market practices. As part
of this model, we have adopted arbitration as an
efficient means of resolving conflicts of interest
among our shareholders, follow international
accounting standards (IFRS), and strictly comply
with the requirements of the Sarbanes-Oxley Act
(SOX). Our governance practices are regularly
reviewed to ensure they meet the highest
standards of integrity, supported by a solid risk
management framework and an internal control
system that ensures transparency in transactions
and decisions.
At the Abrasca Annual Report Award, BRF achieved
second place in the "Public Company" category,
standing out in corporate governance. Awarded
by the Brazilian Association of Publicly Traded
Companies (Abrasca) in partnership with B3, the
recognition focuses on the clarity, transparency,
quality, and richness of corporate reporting
information in Brazil, selecting the companies that
are references in best practices.
The Board of Directors meets regularly to make
strategic decisions and approve the company’s
financial results, which are then publicly disclosed.
In addition to the Audit Committee and the
Fiscal Council, BRF also has specialized advisory
committees that focus on key areas such as Finance
and Risk Management; People, Governance,
Organization, and Culture; and Sustainability. These
committees play a vital role in ensuring efficient
governance and maintaining the financial health of
the company.
BRF's corporate governance aims to further
strengthen the trust of our shareholders, investors,
employees, customers, consumers, while also
effectively communicating our adopted practices
and the sustainable performance of our business to
society at large.
Our commitment to
ethics, compliance, and
transparency forms
the foundation of the
decisions that drive
our path to success.
governance bodies
Board of Directors (BoD)
Members: 9 (4 independent)
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. Other responsibilities of
the Board include determining and overseeing
the implementation of the sustainability strategy
and related corporate policies. Its members
must safeguard and protect the interests of
shareholders, while respecting and attending to
the interests of employees, suppliers, customers,
creditors, and the communities in which the
company operates. The diversity of profiles and
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experiences in the composition of the senior
management bodies allows the company to benefit
from a variety of perspectives and arguments,
which in turn enhances the quality and security
of decisions, benefiting 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 our Bylaws. Currently, the role of
Chairman of the Board of Directors is held by
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 responsible for the
recruitment and selection process must treat
all candidates transparently and impartially,
without any discrimination. All profiles that
meet the requirements for the position will be
considered, and any form of discrimination
based on gender, race, religion, age, physical
disability, or other criteria is prohibited.
According to the Board Members' Nomination
Policy, the requirements for nomination
to the position of Board Member include:
alignment and commitment to the essence,
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 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 the Board members and is
available on the Investor Relations website. 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 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. The current term of all members
of the Board of Directors began at the 2024
Annual General Meeting and will end at the
2026 Annual General Meeting.GRI 2-9, 2-10, 2-15
Assessment: members of the board and
of advisory committees undergo a formal
performance evaluation process annually. There is
no specific guideline on evaluation in the Internal
Regulations; therefore, the criteria are defined
by the Board of Directors itself. Based on the
evaluation conducted, the necessary improvements
are identified to enhance the obligations. The
latest evaluation cycle is still underway, and once
concluded, the matter will be included on the
agenda of BRF's Board of Directors meeting. GRI 2-18
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Executive Board
Members: 8 statutory members
and 3 non-statutory members
Statutory:
• Miguel Gularte – Global Chief
Executive Officer (CEO);
• Fabio Mariano – Vice President of
Finance and Investor Relations;
• Heraldo Geres – Legal Vice President
Brazil, Tax, People and Compliance;
• Artemio Listoni – Vice President of
Industrial Operations and Logistics;
• Leonardo Dall’orto – Vice President of
Supplies, International Market and Planning;
• Marcel Sacco – Vice President of
Marketing and New Business;
• Fabio Stumpf – Vice President
of Agro and Quality;
• Manoel Martins – Commercial
Vice President Brazil.
Non-Statutory Members:
• Bruno Ferla – Vice President of M&A,
International Legal, Institutional Relations,
Sustainability and Governance;
• José Ignácio – Vice President of Risks,
Accounting, Shared Services Center,
Facilities and Administration; and
• Igor Marti – Vice President Halal Market.
Responsibilities: to implement the strategic
business guidelines defined by the Board
through direct leadership in areas of expertise.
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. GRI 2-10
Assessment: the process for assessment
of the Executive Board is performed
annually by the Board of Directors. The
last cycle ended on February 20, 2025.
Audit Committee
Members: 3 full members and 3 alternates
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
• People, Governance,
Organization and Culture Committee
• Finance and Risk Management Committee
• Audit and Integrity Committee
• Sustainability Committee
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.
Active committees in 2024: People, Governance,
Organization and Culture Committee; Finance and
Risk Management Committee; Audit and Integrity
Committee; and Sustainability Committee.
2
1
3
3
2
3
Learn about the qualifications, terms of office, and experience
of our executives and board members on our website.
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sustainability
committee of the
board of directors
This Committee, composed of three external
members, meets regularly to evaluate the
progress of the EESG strategy, including climate-
related issues and adherence to the public
commitments of the Sustainability Platform. In
addition, the group makes decisions on critical
matters together with the Board of Directors.
The committee coordinator, Pedro Camargo, brings
extensive experience in the agribusiness sector and
environmental matters, having worked at leading
institutions in the country focused on topics such
as deforestation and climate change. His deep
understanding of the sector and specific challenges
supports BRF in meeting its commitments and
leading the sustainability dialogue, helping to guide
the company’s response to risks, opportunities, and
impacts.
In 2024, the Committee was further strengthened
by the addition of Izabella Teixeira, who brings
nearly 40 years of experience in the environmental
and climate-related fields. As a former Minister of
the Environment, Izabella brings her expertise in
public policies, especially focused on the climate
agenda, to BRF's Committee, helping to drive the
development of a more sustainable future. GRI 2-17,
TCFD 1.a, TCFD 1.b
For information on Sustainability
governance, please refer to page 48.
compensation
practices GRI 2-19, 2-20
The remuneration policy for our executives,
including members of the Board of Directors,
the Fiscal Council, and both statutory and non-
statutory directors, is designed to align rewards
and incentives with the sustainable management
of the business. This policy seeks to balance
the short- and long-term strategic interests of
shareholders while adhering to best market
practices and corporate governance standards,
including direct and indirect benefits.
Executive performance is assessed based on
pre-defined goals across both global and specific
areas, including EBITDA, ROIC, TSR, cash flow,
net income, adherence to quality standards,
workplace safety index, reduction of risk exposure,
and ESG indicators. These indicators cover
areas such as reducing water consumption,
increased representation of women in senior
leadership, progress toward net-zero goals,
and metrics related to people management.
We have a People, Governance, Organization, and
Culture Committee that, among other duties, is
responsible for periodically reviewing the fixed
and variable compensation strategy adopted. The
Committee issues recommendations and proposes
adjustments to the compensation policy, which
are then submitted to the Board of Directors for
review, decision, and approval. The compensation
policy was approved by the Board of Directors on
December 7, 2023, and is available to shareholders,
investors, and the general market on the company's
Investor Relations website and the CVM's website.
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ethics and compliance
Integrity is embedded in all BRF processes,
reflecting our non-negotiable commitment
and forming an essential part of our
business. We are continuously working
to strengthen our Integrity System,
always valuing ethics and transparency
in our relationships. The system, built
on eight key pillars, guides the actions
of everyone at BRF—including senior
leadership and all employees across our
operations. Its management, ongoing
improvement, and development are
overseen by our Compliance department.
The BRF+ 2.0 program has played a
fundamental role of advocating continuous
improvement and discipline across all areas
of the company: whether in relation to
waste, with a constant focus on efficiency,
or in the greater attention to detail and
the incorporation of indicators in the
review and improvement of processes. Our
investments in digitization and automated
controls have allowed for greater agility
and effectiveness in relation to ongoing
internal investigation processes.
integrity system
GRI 205-1
The BRF Integrity System is responsible for
monitoring and mitigating risks related to the
following:
• Inappropriate behavior by employees and
violation of the Transparency Manual and/or
other compliance policies and procedures;
• Misconduct resulting from a lack of
knowledge about specific regulations; and
• Transactions involving companies and
individuals from regions sanctioned by the
U.S. Office of Foreign Assets Control (OFAC)
as well as other international jurisdictions
such as the European Union and the
United Nations. Such transactions may
expose the company to fines, sanctions,
and breaches of contractual obligations.
GRI 2-26, GRI 3-3 Ethics, Integrity, and Compliance, GRI 3-3 Human Rights and Labor Relations
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pillars of the Integrity System
Identification
and mitigation
of compliance
risks
Global
structure
suited to the
level of risk
Global
policies and
procedures
Training,
capacity building
and communication
Continuous
analysis of
business
partners
External
engagement
and sharing of
best practices
Digital controls
and agile monitoring
appropriate
to business
dynamics
Detection and
implementation
of remedial
measures
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transparency and integrity report
We annually publish the Transparency and Integrity Report, an important governance
practice in which we share updated data on training, communication initiatives,
reputational analyses, statistics on whistleblower cases, and key actions to promote
integrity with our business partners. It also outlines the company's global compliance
structure and strategies for continuous improvement in our ethical culture. For more
information, access the full report here.
The guidelines set forth in our Transparency
Manual, mandatory for all employees, reinforce
the practice of integrity in our daily operations.
These guidelines are grounded in ethical
principles of coherence, transparency, integrity,
respect for people, legality, and society in
general. To ensure that our partners uphold the
same values, we have established the Business
Partner Code of Conduct, which promotes
alignment with BRF's principles. GRI 2-26
BRF employees and business partners are
responsible for adhering to and enforcing all
the principles outlined in these documents.
These principles cover a range of essential
topics, including conflicts of interest, human
rights and diversity, anti-corruption and anti-
bribery, data privacy, and guidelines for using
the Transparency Channel. All actions must
comply with applicable laws and align with
the specific needs of our business. GRI 2-26
We offer a variety of mechanisms to guide
our employees on policies and practices, such
as chatbot tools (e.g., Flor do RH and Theo),
self-declaration forms, emails, as well as
communications, the Compliance Department
structure, and integrity ambassadors.
In the Integrated Report, we provide detailed
performance information related to each relevant
aspect of our business, along with insights into
corporate governance practices, sector-specific food
indicators, resource allocation, business model,
and BRF's perspective on the Financial, Intellectual,
Human, Social, Natural, and Manufactured capitals.
Regarding data privacy, we have a Privacy Policy
in place and take proactive steps to ensure our
practices comply with the General Personal
Data Protection Law (LGPD). In 2024, we did not
identify any substantiated complaints, personal
data breaches, or privacy violations. GRI 418-1
Additionally, throughout 2024, we actively
participated in various initiatives promoting
integrity, including those led by the UN Global
Compact, the International Chamber of Commerce
(ICC), and the Organization for Economic
Cooperation and Development (OECD). We also
emphasize our commitment to the Pacto Brasil pela
Integridade Empresarial, a program established
by the Comptroller General's Office (CGU). For
2025, we will maintain our focus on enhancing
the Integrity Program, in accordance with the
guidelines of the Attorney General's Office (AGU)
and the Comptroller General's Office (CGU).
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In 2024, there were no confirmed cases of
corruption, either in Brazil or internationally
GRI 205-3 . Additionally, 100% of the five
operations identified with corruption-related
risks underwent risk analysis. This mapping
process is conducted at least annually, in
accordance with our Risk Management Manual,
to identify and address new risks. GRI 205-1
Regarding electoral campaigns, BRF complies
with the legislation of Brazil and the countries
where it operates, as outlined in our Transparency
Manual. Brazilian legislation (Federal Law
No. 13.165/2015 – Electoral Code) imposes
certain restrictions, including the prohibition
of donations from legal entities to political
parties or candidates. In accordance with this
legislation, BRF does not support or authorize
donations to candidates, political parties,
or any political organization. GRI 415-1
In 2024, during the municipal elections in Brazil,
the Institutional and Government Relations team
conducted in-person and virtual training sessions
for BRF and BRF Pet (Hercosul and Mogiana units)
employees, providing guidance on conduct during
the electoral period. The training was based on
the company’s Corporate Standard on Electoral
Conduct Guidelines, which outlines best practices,
prohibited behaviors, potential consequences,
and specific guidance for employees
intending to run for elected office. GRI 415-1
human rights
GRI 2-23, 408-1
We are committed to respecting, raising
awareness, and promoting human rights
recognized internationally as relevant to our
operations and the entire value chain, in line
with the United Nations Guiding Principles
on Business and Human Rights, the Universal
Declaration of Human Rights, the International
Covenant on Civil and Political Rights, the
International Covenant on Economic, Social,
and Cultural Rights, and the principles relating
to fundamental rights enshrined in the
International Labor Organization’s Declaration.
BRF also adheres to the Guidelines of the
Organization for Economic Cooperation
and Development for Multinational
Enterprises, is a signatory of the UN Global
Compact, and actively participates in
initiatives that support the achievement of
the Sustainable Development Goals.
The topic of human rights is addressed in
our Transparency Manual, Business Partner
Code of Conduct, and Corporate Policies on
Human Rights, Sustainability, and Sustainable
Grain Sourcing. As part of our due diligence
process, we conduct reputational research on
business partners who wish to engage with
or are already engaged with the company,
through contracts classified by the Compliance
Directorate as High Risk, to understand the
extent of the risks that may potentially be
associated with them. In the due diligence
process, information on legal proceedings,
We are committed
to respecting, raising
awareness of, and
promoting human rights,
and we request the same
level of commitment and
conduct from our business
partners, in order to
ensure the highest level
of protection for human
rights and to maintain a
zero-tolerance approach
to any form of violation.
restrictive lists, or negative media is verified to
identify any indications of violations of applicable
laws and regulations and/or the guidelines
contained in the Transparency Manual or in BRF's
internal Policies and Regulatory Documents.
Among the vulnerable groups identified
within BRF’s operations and along the value
chain, the following stand out: women, people
with disabilities, children and adolescents,
migrants, and black individuals.
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fighting fraud
and waste:
priorities for 2025
In 2024, we strengthened our
communication to consumers about
digital frauds, with alerts on our official
pages and social media about scams using
BRF's name. The Compliance department
actively monitors these incidents, having
identified over five thousand cases
during the year, especially during the
holiday campaigns at Christmas.
BRF continues to advance on its
sustainability journey by actively combating
food waste and contributing to the
reduction of food insecurity in Brazil.
The company adopts an integrated
management model, implementing actions
that range from grain processing to retail,
and invests in training programs and
operational excellence to reduce losses.
Although some losses may occur due to
technical reasons, fraud also contributes
to this problem. BRF is committed to
intensifying its efforts to reduce losses
across the entire chain, addressing
both technical causes and fraud, with
the aim of optimizing its processes and
ensuring the integrity of its products.
mobilization for ethics
and governance in
the global context
BRF reaffirms its commitment to integrity
and business ethics through its active
participation in international forums.
The company was actively involved in all
discussions of the B20 Compliance Integrity
Task Force, as well as in the presentation
of recommendations to the G20 Anti-
Corruption Working Group (GTAC), including
the technical meetings in Brasília, Natal,
and Paris. Coordinated by the Office of
the Comptroller General of the Union, in
partnership with the Attorney General's Office,
the Ministry of Justice and Public Security, and
the Ministry of Foreign Affairs, the GTAC aims
to promote good governance practices and
combat corruption globally.
BRF is the only Brazil-based company
participating in the anti-corruption initiative
called Galvanizing the Private Sector (GPS),
promoted by the Organization for Economic
Cooperation and Development (OECD).
This initiative, financially supported by the
United States government, aims to promote
the best compliance and governance
practices through good examples from the
private sector in different jurisdictions.
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training and
dissemination
The main compliance risks we face involve
potential violations of the Transparency Manual
and other internal policies and procedures, as
well as the potential lack of knowledge about
specific regulations among our personnel. To
mitigate these risks, we invest in continuous
training and effective communication strategies.
Topics such as ethics, integrity, and the fight
against corruption and bribery are regularly
addressed through training and awareness
campaigns targeted at the company's employees
and governance bodies. In 2024, all members of
the Board of Directors and the Fiscal Board, as
well as the members of the Advisory Committees,
took part in these initiatives. GRI 205-2
We ensure that 100% of our employees, both in
Brazil and abroad, are trained on topics related
to the Transparency Manual, with more than
96,500 participants attending the sessions.
In addition to mandatory training, we promote
continuous improvement through initiatives such
as Integrity Week (see box on the next page).
We also provide training for our business partners
on the Code of Conduct and integrity-related
policies, covering topics such as anti-corruption,
corporate policies, and best practices expected of
BRF partners. These training materials are made
accessible through subtitles in English, Spanish,
French, Turkish, Creole, and Arabic, as well as
presentations in Brazilian Sign Language (Libras).
In addition, we publish informative articles BRF
Rural, a physical and digital magazine aimed at
our integrated partners and technical field teams,
addressing key integrity topics and reinforcing the
company’s policies and expectations. GRI 205-2
Communication and training in anti-corruption
policies and procedures GRI 205-2
Governance Bodies
Total
Completed
Percentage
Board of Directors
9
9
100%
Audit Committee
3
3
100%
Advisory Committees
4
4
100%
Total
16
16
100%
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BRF
Integrity Week
wins an award
BRF was honored with the Aberje
Award in the Ethics, Integrity,
and Compliance category for its
Integrity Week 2024, held in April.
In the initiative, organized by the
Compliance and Communication
departments, the company
reinforced its commitment to
integrity through webinars,
lectures, and interactive activities,
covering topics such as Non-
Violent Communication and
Governance and Integrity with
Brands and Consumers. With over
3,000 participants, the event also
featured activities like the Integrity
Challenge and team dynamics,
aimed at fostering an ethical and
inclusive environment. The award
recognizes the significance of
these efforts in strengthening BRF’s
integrity culture and highlights
our ongoing commitment to
promoting transparent and
responsible corporate practices.
Employees informed and trained on anti-corruption policies
and procedures, by job category GRI 205-2
Brazil
Europe
Latam
(except Brazil)
Mena
(including Turkey)
Africa
Asia
Total
Percentage
Requirements
66,579
-
72
4,996
-
-
71,647
100%
Administrative
7,985
2
17
880
4
16
8,904
100%
Sales
7,807
-
31
673
-
2
8,513
100%
Supervisors/
Coordinators/
Equivalents
3,078
2
26
274
3
12
3,395
100%
Apprentices
1,874
-
3
-
-
-
1,877
100%
Managers
534
4
4
123
2
5
672
100%
Interns
545
-
-
56
-
-
601
100%
Extensionists
799
-
-
-
-
-
799
100%
Directors
51
1
-
5
-
-
57
100%
Technical
Consultants
39
-
-
2
-
-
41
100%
Total
89,291
9
153
7,009
9
35
96,506
100%
Suppliers informed and trained on anti-corruption policies and procedures GRI 205-2
Suppliers by region
Partners
Trained
Percentage
Brazil
25,893
3,093
12%
Mena (including Turkey)
1.789
1,729
97%
Asia
28
27
96%
Europe
35
27
77%
Latam (except Brazil)
42
14
33%
Africa
5
4
80%
Total
27,792
4,894
18%
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33.5% of them deemed substantiated,
resulting in corrective actions and, when
necessary, sanctions for employees.
We actively participate in forums of initiatives
such as the Global Compact and the International
Chamber of Commerce (ICC) to assess market
best practices and ensure that different
stakeholders are properly engaged. These insights
are incorporated into into the process of any
remediation and/or improvements identified
after the investigation of the allegations.
The effectiveness of the Channel is continuously
monitored and evaluated by the Audit and Integrity
Committee. Key performance indicators, such as
BRF's Transparency Channel is available 24/7,
year-round, for all stakeholders, both internal and
external. It offers assistance in the main languages
of the regions where we operate globally.
The Channel enables the reporting of suspicions
and alerts related to ethics and integrity, offering
whistleblowers—whether employees or third
parties—the ability to report incidents via phone,
email, or website, while ensuring anonymity if
desired. Based on good corporate governance
practices, the channel is independent and
managed by a third-party company. The reports are
forwarded to the responsible departments, which
investigate each case with full confidentiality, in
strict compliance with data protection laws.
The Compliance department is responsible for
investigating the reports received, through a
process that guarantees anonymity and protection
against potential retaliation for those reporting
in good faith. The most serious cases, or those
involving senior management or the Compliance
department itself, are reviewed by either the Audit
and Integrity Committee or the Board of Directors,
depending on the specific circumstances.
In 2024, a total of, 3,901 investigations
were completed, with approximately
the number of reports filed, resolved or pending,
resolution time, and any corrective actions or
sanctions applied, are generated and assessed.
These performance indicators are published annually
by the Compliance department.
Human rights complaints
The number of reports related to human rights
includes cases in the categories of Harassment and
Discrimination, accounting for 641 (19%), 778 (20%),
and 877 (24%) cases of the total reports for the years
2022, 2023, and 2024, respectively. GRI 408-1, 409-1
Contacts for our transparency channel by market
Qatar: 00800 100 879
Saudi Arabia: 800 814 7002
Singapore: 800 492 2433
South Africa: 080 098 0081
Turkey: 0800 621 0202
United Arab Emirates: 800 0320778
Austria: 0800 281118
Brazil: 0800 450 0000
Chile: 1230 020 6846
China: 400 120 31 50
Japan: 0800 222 2090
Kuwait: 965 2227 9505
Oman: 800 74471
transparency channel GRI 2-25, 2-26
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Negotiations1
Year
2022
2023
2024
Penalties
301
406
570
Warning
210
241
395
Dismissal
81
128
140
Suspension
10
37
35
1 This includes sanctions applied for cases of fraud and behavioral issues (HR).
Cases closed in 2024
Valid
Unfounded
Total
Behavioral
1,024
1,962
2,986
Fraud
285
630
915
Total
1,309
2.592
3,901
Total complaints reported
2022
2023
2024
Behavioral
2,617
2,962
2,865
Fraud
728
869
864
Total
3,345
3,831
3,729
Complaints registered – division by subject¹
2022
2023
2024
Behavioral Deviation ²
1,007
1,071
1,072
Harassment³
563
674
726
Non-compliance with regulations⁴
512
674
510
Frauds and Thefts⁵
437
549
476
Conflict of Interest⁶
335
83
140
Discrimination
78
104
151
Health and Safety
131
93
113
Improper sharing of Information
65
57
41
Others
217
526
500
Total
3,345
3,831
3,729
¹ In order to enhance transparency and address suggestions from different stakeholders, we increased
the visibility of the categories of reports, without changing the total number of cases in 2022 and 2023.
² Behavioral Deviation: behavior deviation and abuse of power
³ Harassment: moral and sexual harassment.
⁴ Non-compliance with regulations: non-compliance with internal rules and policies, violation of labor
laws, and Health and Safety – HR.
⁵ Frauds and Thefts: fraud involving customers, theft, burglary or embezzlement, fraud involving
suppliers, and fraud resulting from violations of Policies and Procedures.
⁶ Favoritism or conflict of interest and intimate relationships with direct subordination.
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conflict of interest GRI 2-15
In our Transparency Manual, we clearly define the
concept of conflict of interest, and the topic is a key
focus of training, being widely communicated to
all BRF employees. We have Corporate Policies on
Conflict of Interest and Transactions with Related
Parties, that outline the responsibilities of key
departments in managing this issue, as well as
establishing the guidelines that must be followed
by both our employees and our business partners.
The topic is also included in BRF's Business Partner
Code of Conduct, a document whose adherence
is mandatory for all commercial transactions.
To ensure compliance, we provide self-declaration
forms for both internal and external parties, which
must be completed in cases of conflicts of interest
and relationships with Politically Exposed Persons
(PEPs). Key management personnel are required
to update their Related Party Declarations at least
annually, in accordance with SOX Control guidelines,
disclosing any relationships with individuals or
legal entities as well as any transactions between
them and BRF. To complement the analysis of the
declared information, our compliance department
conducts independent searches in public databases.
Additionally, before entering into partnerships or
carrying out mergers and acquisitions, we perform
a reputational analysis of the entities involved,
ensuring that all our business relationships are
guided by integrity. All related party transactions
are disclosed clearly and accurately by the
company, in compliance with applicable laws and
regulations, including Law No. 6.404/76, as well
as CVM and SEC regulations. BRF allows anyone
to report a potential conflict of interest through
the Transparency Channel, the Compliance
department, or the Audit and Integrity Committee.
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tax management GRI 207-1, 207-2
We maintain a solid tax management framework
based on strict fiscal governance, following
the guidelines established for the area and
aligned with the directives of the responsible
vice presidency, the Board of Directors, and
the advisory committees. The Tax Committee
is responsible for resolving on matters such as
tax risks, tax planning, participation in amnesty
programs, actions related to tax litigation, the
impact of new legislation, and other issues
that may affect our reputation or have civil
and criminal repercussions. The Board of
Directors serves as the highest authority, and
its approval is required for tax matters involving
capitalization, establishment, dissolution,
merger, and restructuring of group companies.
Our Tax Management Policy aims to promote
greater transparency regarding our approach
to tax-related matters, always with a focus on
sustainability and aligned with the principles
of ethics, transparency, and integrity. We
disclose the policy on our Investor Relations
page and continuously strive for recognition
and maintenance of anti-bribery certifications,
in line with best practices, to demonstrate
that we meet rigorous technical requirements
and have effective policies and controls in
place to prevent and combat bribery, ensuring
an ethical and healthy environment.
We operate in accordance with local and international
tax legislation and conduct quarterly reviews of our
taxes through independent auditors to ensure legal
compliance. Our tax strategy is guided by integrity,
with a long-term approach that considers economic
impacts and is aligned with the company's objectives.
We identified tax risks through inquiries raised
by clients or internal departments, discussions
about new businesses, expansions, or tax reviews
conducted by the tax management team, which
includes the application of tax benefits. In a
transparent manner, we communicate to the
market the monitoring of tax risks through the
reference forms and 20-F, and present the strategy
for monetizing tax credits in the explanatory notes
disclosed in the financial statements.
Issues related to unethical behavior or tax inquiries
are channeled to our Compliance team through
the Transparency Channel, which is available to
employees and third parties in multiple languages.
Processes are reviewed whenever tax inquiries
arise, and the Compliance team analyzes the
cases, proposing necessary improvements and
corrections. Risk analysis is conducted through
internal audits, such as SOX Controls, reports from
external auditors, and opinions from specialized
law firms. Periodically, we also conduct compliance
evaluations of tax matters by hiring auditing firms.
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corporate risk management GRI 2-12
The company seeks protection for any and all risks that could
negatively impact its activities and operations. We have a
Corporate Risk Management Policy, where risks are assessed
and classified based on their potential impact and likelihood
of occurrence, according to the risk capacity and appetite
defined by the senior management. They are consolidated in
the Corporate Risk Map, with periodic reporting to leadership
and the advisory committees of the Board of Directors, who
monitor the issue on an ongoing basis.
We identify and assess risks of a financial, operational,
strategic, and/or regulatory nature, including socio-
environmental risks, considering various aspects such as
those related to employees, suppliers, partners, customers,
communities, products, services, systems, and processes.
BRF's risk governance is based on the international ISO 31000
standards, the framework of the Committee of Sponsoring
Organizations of the Treadway Commission (COSO), and the
model proposed by the Institute of Internal Auditors (IIA) for
the three lines of defense, as illustrated in the following chart.
Corporate Risk Management operates as a continuous cycle,
allowing those responsible for risks to update or modify
the identification and exposure of risks, communicating
these changes to the board. The Risk Map is formally
shared with the Board of Directors at least once a year.
The Executive Board and the advisory committees of the
Board of Directors are responsible for the appropriate
reporting of impacts whenever potential risks materialize,
as outlined in the policy related to the topic.
1st line: Management
This refers to the Risk Owners (Vice Presidents and
their direct reports from their respective areas);
the Focal Points (employees designated by the
Risk Owners to be the contact person for the Risk
Management department within their teams); and
the employees, who participate in training activities
and the dissemination of the risk culture at BRF.
2nd line: Management
It is composed of the Global Risk, Internal Controls,
and Controller departments, responsible for
establishing methodologies, guidelines, and the
risk management process, as well as continuously
monitoring the evolution of risks. This second line
reports to the Executive Committee, the Advisory
Committees, and the Board of Directors.
3rd Line: Audit
It is composed of the Global Internal Audit
department, which independently, impartially,
and timely assesses the effectiveness of risk
management and governance processes.
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Risk and opportunity management at BRF is
essential to strengthen the company's resilience
in the face of global and local challenges,
ensuring business continuity in an ethical
and responsible manner. The identification,
assessment, treatment, monitoring, and
communication of global risks inherent to the
company's business, as well as the governance
adopted, are detailed in the mentioned policy.
Among the external risks included in the Risk
Map, the impacts of geopolitics stand out, such as
trade tensions and conflicts, which affect markets
and trade flows. Additionally, the growing threat
of cyberattacks necessitates the implementation
of robust prevention and mitigation strategies. In
the financial domain, tax changes and currency
fluctuations directly impact competitiveness and
operational costs, requiring ongoing vigilance.
Risks related to the attraction and retention of
talent, particularly in cold storage areas and
specific functions, have emerged due to the
heating of the labor market in Brazil in 2024. To
reduce reliance on manual labor and increase
operational efficiency, process automation
proves to be a strategic response. Similarly,
the operational capacity of the factories is
monitored, transforming the risk of idleness into
an opportunity to optimize asset utilization and
expand production in line with growing demand.
BRF is well-positioned to navigate the dynamic
scenarios inherent to the market, maintaining
transparency and ethics as the pillars of its
risk and opportunity management strategy.
In our ongoing effort to improve the company’s
Risk Management, the next steps include reviewing
climate and sustainability risks in alignment
with market best practices, considering both
physical and transition variables. In the climate
area, the update will represent alignment
with the climate scenarios forecasted by the
IPCC and transition scenarios, such as the
Nationally Determined Contributions (NDCs).
Regarding sustainability risks, we will assess the
dependencies and impacts on ecosystem services
and relationships with relevant stakeholders.
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The company's main risks
Risk
Description
How we manage
Opportunities
Climatic
We acknowledge our vulnerability to climate
change and the potential impact on our
operations and supply chain, especially
regarding natural resources and agricultural
products. Changes in temperature and rainfall
patterns, droughts, and natural disasters can
affect agricultural productivity (especially of
key commodities used in animal feed), animal
welfare, and the availability of water and energy,
increasing our costs and impacting operational
performance. Our reliance on electricity also
exposes us to fluctuations in energy costs and
potential supply crises.
In addition, we also monitor transition risks
and regulatory changes, such as carbon pricing
mechanisms and potential taxes on fuels and
electricity, both in Brazil and in other countries
where we operate. Learn more in the Annexes.
To reduce our impact on climate change, we have made climate
commitments to reduce GHG emissions in our operations and
value chain, with validation from the SBTi, including a FLAG target.
In addition, we are focused on increasing the use of renewable
energy and reducing water consumption in our activities.
Aiming for a deforestation-free supply chain with low
biodiversity impact, we have made significant progress in
implementing measures to ensure the traceability of grains
sourced from all biomes, through the use of geospatial
technology and data science.
Our operations depend on energy.
To ensure supply and reduce
greenhouse gas emissions, we are
investing in the construction of
self-generating clean energy parks
(wind and solar). These investments
not only secure the electricity supply
for our facilities but also offer
economic advantages by making our
production costs more predictable
and competitive, while reducing
expenses over the next 15 years.
Commodities
and the cyclical
nature of the
business
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 impacted by climate-related, political, and other factors.
Therefore, we closely monitor commodity market movements,
tracking global harvests and geopolitical impacts. In this way, it is
possible to anticipate price movements and other market risks,
which complements our grain sourcing structure that spans
almost the entire national territory, generating agility and more
opportunities for strategic positioning.
We have opportunities for efficiency
and competitiveness gains through
the use of alternative materials in
feed formulation, expanding direct
purchasing from producers, as well
as enhancing storage capacity.
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Risk
Description
How we manage
Opportunities
Tax
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.
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 for which the
direct and indirect tax management teams are responsible for
ensuring adherence to current legislation at the federal, state,
and municipal levels; reducing risks and improving our internal
processes (learn more in our Related Party Transactions
Policy and Tax Management Policy). Additionally, we have
a SOX Controls matrix in the Tax area aimed at ensuring the
accuracy of 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.
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.
Environmental
compliance and
access to hydro
and energy
resources
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 guidelines for measuring the water vulnerability
of our plants, to monitor our consumption, to rationalize water
usage in our processes, for corrective and preventive 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.
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Risk
Description
How we manage
Opportunities
Currency
and political-
economic risks
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
high interest rate scenario and a still-depreciated
real – with the US dollar closing the year around
R$ 4.85 – present risks that could negatively affect
our competitiveness and result generation, as
many of the 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.
Market trade
barriers and
protections
Stricter trade barriers in key export
markets could adversely affect our
operational results.
Countries like Russia and South Africa have a history of erecting
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. Halal certifying organizations from
different markets, such as Saudi Arabia and the UAE, impose price
adjustments without prior notice. To overcome these challenges,
we monitor international movements and strive to ensure effective
planning of supply, demand, and production, both in Brazil and
abroad, working together with ABPA.
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
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
Personal Data Protection Law (LGPD) in effect in Brazil since 2020.
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Risk
Description
How we manage
Opportunities
Health
and technical
restrictions
Outbreaks or fears of 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
actions 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 in commercial poultry.
Regarding 2024, the scenario for South American countries
was one of stability; however, there was a significant increase
in avian influenza cases, especially in the United States.
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.
Food safety
and quality
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.
For more information,
please refer to our
Reference Form.
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Material topics: Animal welfare; Communities surrounding operations;
Management, transparency, and traceability of the value chain; Climate
change; Natural resources; Solid waste and packaging
3
sustainability
platform
integrated
report
2024
sustainability governance
materiality
commitments and results
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
47
in this chapter:
Sustainability is deeply
embedded in BRF’s culture,
business strategy, and the daily
management of our activities.
The commitments of our Sustainability Platform
are translated into measurable metrics, indicators,
and short, medium, and long-term goals
aligned with the material topics identified in the
company's most recent materiality analysis.
Through its Sustainability Platform, BRF has
implemented concrete initiatives aimed at
producing increasingly sustainable food. These
initiatives include the efficient use of natural
resources such as water and energy, improved
food utilization, and the reduction of greenhouse
gas emissions. Supply chain management is
also a key focus, with processes and controls
like traceability and monitoring in raw material
procurement. These efforts aim to foster a low-
carbon, deforestation-free production chain that
upholds human rights and animal welfare.
sustainability governance
Sustainability management at BRF is integrated
across all business areas, with support from
the Vice Presidency of People, Sustainability,
and Digital, and oversight by two strategic
committees. The Sustainability Committee, which
advises the Board of Directors, is chaired by one
of the company's independent members and is
composed of other members specialized in the
topic, with recognized professional backgrounds
in the field. Learn more in Governance.
Responsible for defining the guidelines related to
the sustainability agenda, including the evaluation
and approval of the Sustainability Policy, this body
holds regular meetings to monitor the execution
of strategies, assess achieved results, and promote
various discussions. It remains vigilant to emerging
trends and new challenges. GRI 2-12
In addition, we have the Sustainability Executive
Committee, composed of six vice presidencies
directly involved the topic. The committee meets,
on average, every 90 days, with the purpose of
guiding and monitoring the company's strategic
sustainability actions. At the management level, we
have dedicated teams for specific areas, such as the
environment, animal welfare, social responsibility,
and institutional relations and reputation, each
with a tailored approach. In line with the company's
Bylaws and Delegation Policy, critical matters are
brought to the attention of the Board of Directors
for deliberation. GRI 2-13, 2-16
We set measurable goals and track progress in
each area of action, ensuring transparency to all our
stakeholders through detailed annual reports on
initiatives and outcomes.
Our sustainability practices are guided by principles
outlined in specific, globally applicable policies
approved by the Board of Directors. All of these
policies are available in full on our website.
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6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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In order to expand its responsible actions,
BRF subscribes to commitments with various
voluntary socio-environmental pacts, supporting
and encouraging sustainable development. For
the topics referenced in the Sustainability Policy,
the company has indicators for monitoring
and addressing deviations for continuous
improvement of its processes, committing to
the careful disclosure of information about
the results of its projects to its stakeholders.
Transparency Manual
The BRF Transparency Manual covers topics
such as behavior, human rights, ethics, among
others, and should be used as a reference for
professional conduct in work relationships.
It is intended for the company's employees,
as well as its suppliers, service providers,
customers, and others. Within the Integrity
System, BRF also has a Business Partner Code
of Conduct, which establishes the guidelines
that must be followed by all partners, suppliers,
and service providers in order to encourage
and guide the adoption and compliance
with applicable legislation, as well as ethical
and socio-environmental practices in their
operations. Learn more in Governance. GRI 2-26
Suppliers
For integrated producers, a team of BRF extension
agents is trained in sustainability criteria and
visits 100% of the farms periodically to provide
assistance and guidance. In Brazil, 100% of this
group, as well as all potential business partners,
undergo a sustainability evaluation. They are
also monitored according to the criteria of the
Sustainability Index—a BRF tool used to assess
risks and create value in its agricultural supply
chain. Learn more in Sustainable Sourcing.
Regarding commodity suppliers, our commitments
to responsible business conduct reflect
socio-environmental criteria applied to all
suppliers. These criteria are established in the
Sustainable Grain Purchasing Policy, disseminated
through the BRF Sustainable Grain Supplier
Handbook. Additionally, our negotiators
also receive training and are responsible for
disseminating the company's sustainability
criteria and commitments to commodity
suppliers. Learn more in Sustainable Sourcing.
Human Rights Policy
The Human Rights Policy establishes that the
responsibility for integrating human rights into
BRF's operations lies with its senior leadership,
as well as key personnel in the company, such
as the Supply, Grains, Agriculture, Human
Resources, Compliance, and Sustainability Boards.
Thus, the organization as a whole is clear
about its responsibilities in order to ensure
transparency and respect for universal
human rights, regardless of position or role.
The Policy outlines the commitments and
responsibilities of each area regarding the topic.
Sustainability Policy
The Sustainability Policy outlines that the
responsibility for proposing and updating
the Policy rests with the Vice Presidency of
Quality, R&D, and Sustainability, in collaboration
with the Sustainability Management team.
This is done in alignment with both internal and
external stakeholders, ensuring adherence to
best market practices. The Sustainability, Animal
Welfare, and Environment Management team is
responsible for addressing any queries related
to the Policy, establishing necessary procedures
for its implementation, and ensuring effective
communication and training for the target
audience.It is the responsibility of all employees
and stakeholders of BRF to adhere to the
guidelines established in this document.
To train our employees on the implementation
of commitments, BRF Academy offers
courses and learning paths focused on
Sustainability and our commitment to Human
Rights. For external audiences, we have
various communication and dissemination
strategies to promote our commitments.
incorporation
of policies
GRI 2-24, 408-1, 409-1
3 sustainability platform
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4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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1
3
4
2
materiality
In alignment with GRI Standards, best reporting
practices, and key sectoral references such as SASB,
ISSB, and IFRS, among others, we conducted a review
of our materiality in 2024, maintaining the concept of
Mapping of environmental, social, and governance topics: Through trend analysis,
studies, and thematic and sectoral publications, capital market indices, international
guidelines, and actions of companies in the same sector, we mapped a comprehensive list
of environmental, social, and governance topics that are relevant to the company and the
sector. Business strategy, internal corporate policies, and the company's commitments
and goals were also consulted to ensure that topics already being worked on and deemed
relevant for the company were addressed in the analysis of the subsequent stages.
GRI 3-1, 3-2
double materiality. This concept encompasses both
the impacts, risks, and opportunities for our business
(financial materiality) and the effects we generate on
nature, society, and the economy (socio-environmental
impact materiality) over a two- to five-year perspective.
The process of reviewing our materiality had four stages:
Consultation with stakeholders for financial materiality and socio-environmental
impact: Representatives from the company's key stakeholders were consulted to understand
their perspectives on the socio-environmental and financial impacts related to the topics
mapped in the previous stage, as well as the relevance of each topic for the different
audiences consulted. For the financial materiality analysis, 15 interviews were conducted with
company leaders, 13 with internal specialists from the various regions where the company
operates, and four with financial institutions and clients. Additionally, 16 online consultations
were held with the same groups to gather perceptions on the financial axis. For the analysis
of socio-environmental impacts, 14 interviews were conducted with internal specialists
from the various regions where the company operates, and nine interviews with external
specialists and clients. Additionally, 51 online consultations were held with the same groups
to gather perceptions on the socio-environmental axis. For the perception of relevance, over
860 digital consultations were conducted with stakeholders such as customers, suppliers,
service providers, employees, integrated producers, NGOs, organizations focused on
various socio-environmental and governance topics, the press, and industry associations.
Analysis and prioritization of
topics: Based on inputs from
previous stages, we mapped the
key financial, environmental, social,
and governance topics, considering
their 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, which included a
total of ten topics, was submitted
to a validation process by the
Sustainability Committee of
the Board of Directors.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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ESG highlights
50
material topics1
Ethics, integrity,
and transparency
Addresses ethics, integrity,
and compliance in relationships
with internal and external
stakeholders, including the
prevention of corruption
and bribery, ethical advocacy
practices, fair competition,
transparency in political influence,
and the implementation and
monitoring of Codes of Conduct
for employees and suppliers.
GRI Indicators: 205-1, 205-2,
205-3, 206-1, 207-1, 207-2,
415-1, 418-1
ODS:
Solid waste and packaging
Addresses the management and disposal of
solid waste in operations and across the supply
chain, taking into account the nature of the
raw materials and packaging used. Includes
the reduction of single-use plastics, practices
to minimize waste and the environmental
impact associated with logistics, consumption,
and waste generated by the end consumer.
GRI Indicators: 306-1, 306-2, 306-3,
306-4, 306-5.
ODS:
Climate change
Addresses the company’s
greenhouse gas emissions
and its value chain, including
sources such as fuel
combustion, deforestation
associated with animal protein
and soybean production, fires,
and methane generated by
livestock activities. Covers
practices for adapting
to the consequences
of Climate Change.
GRI indicators: 201-1, 201-2,
304-1, 305-1, 305-2, 305-3,
305-4, 305-5, 305-6, 305-7.
ODS:
Management, transparency
and tracking of the value chain
Addresses supplier relationships
and raw material control, focusing
on engagement, training, and the
enforcement of quality standards
and regulatory aspects. Includes
socio-environmental control in
hiring, sustainable certifications,
enhancement of traceability,
and the promotion of a more
sustainable supply chain.
GRI Indicators: 204-1, 301-1, 301-
2, 301-3, 308-1, 308-2, 407-1, 408-1,
409-1, 414-1, 414-2, FP1, FP2, FP5
ODS:
Natural resources
Considers energy consumption management in operations
and across the value chain, including energy efficiency
practices to minimize waste, the use of renewable sources,
and eco-efficient initiatives to reduce emissions associated
with the energy matrix. Refers to the responsible use of
water, covering the control of withdrawal and consumption,
management of the quality and quantity of effluents
discharged, preservation of water sources, reduction of
waste, and the potential impact on water bodies.
GRI Indicators: 302-1, 302-2, 302-3, 302-4, 302-5, 303-1,
303-2, 303-3, 303-4, 303-5.
ODS:
Animal welfare
Addresses the assurance of proper
conditions for the raising, transportation,
and slaughter of animals in the production
process, including animal health care, the
responsible use of antibiotics and hormones,
and the adoption of ethical practices.
GRI Indicators: FP10, FP11, FP12, FP13.
ODS:
Health, safety
and well-being
Addresses the
promotion of physical
and mental health,
workplace safety,
and the guarantee of
healthy conditions,
aiming to protect the
integrity and well-
being of employees.
GRI Indicators:
403-2, 403-3, 403-4,
403-5, 403-6, 403-7,
403-8, 403-9, 403-10.
ODS:
Human rights and labor relations
Addresses the working conditions provided by
the company, including appropriate working
hours, benefits, guarantee of labor rights, and
respect for freedom of association, ensuring a
dignified and fair work environment.
GRI Indicators: 401-1, 401-2, 401-3, 404-1,
404-2, 404-3, 405-1, 405-2
ODS:
Product quality and safety
Addresses the integrity,
quality, and safety of products,
focusing on the prevention
of contamination and any
negative impacts on consumer
health, ensuring compliance
with sanitary standards and
good manufacturing pratices,
and the commitment to food
and nutritional security.
GRI Indicators: 416-1,
416-2, 417-1, 417-2, 417-3,
FP1, FP2, FP5, FP6, FP7, FP10,
FP11, FP12.
ODS:
Communities surrounding
operations
Addresses the socioeconomic
impacts of the company’s
operations and its supply
chain in the regions where
it operates, considering job
creation, impacts on the local
economy and infrastructure,
noise pollution control,
practices for coexistence with
the surrounding community,
and non-interference with
access to basic services.
GRI Indicators: 203-1, 203-2,
413-1, 413-2.
ODS:
1 Compared to the previous materiality, new topics were prioritized: Solid waste and packaging; and Surrounding communities near operations. The topics of Food safety and Attraction, development, and
retention of employees remained relevant and continue to be addressed by the company, even though they are not listed as priorities in the current materiality.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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Through the Sustainability Platform, BRF
outlines its commitments across six strategic
pillars, which translate into indicators, metrics,
and short, medium, and long-term goals
aligned with the company's material topics.
In the following chapters, we will present the
actions taken and the results achieved for
each of the Platform’s pillars.
strategic pillars
of the sustainability
platform
Sustainable
sourcing
Learn more on
page 56.
Natural resources
Learn more on page 88.
Animal
welfare
Learn more on
page 79.
Waste and
packaging
Learn more on
page 95.
Climate change
Learn more on page 69.
Social impact
Learn more on page 100.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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Climate change
Commitments
Term
Status 2024
Highlight
Implement a range of
carbon neutral products
2021
3 carbon
neutral SKUs
Since 2021, BRF has had carbon neutral products in its portfolio.
We currently have 3 items: cauliflower wings, vegetable nuggets
and vegetable protein nuggets.
Reduce direct emissions
from operations (Scopes 1
and 2) by 51%.
2032
+6.8%
We concluded the 2024 cycle with a 6.8% increase in Scopes 1
and 2 emissions, covered by the SBTi near-term target, compared
to the 2020 baseline year. Scope 1 was severely impacted due to
large-scale and intense forest fires. On the other hand, we had
positive results in Scope 2, driven by the acquisition of renewable
energy in Brazil and Turkey, resulting in a 47.5% reduction in
emissions.
Reduce value chain
emissions (Scope 3)
by 35.7%
2032
6.0%
Scope 3 emissions decreased by 6.8% compared to the
2020 baseline, primarily due to improved practices in animal
husbandry and the use of swine manure in biodigesters.
Climate Change KPIs:
• Percentage of emissions
reduction in Scopes 1, 2, and 3
compared to the 2020 baseline
• Percentage of emissions
reduction in Scopes
1 and 3 FLAG
• Number of integrated producers
using renewable energy
• Percentage of renewable
energy used in operations
commitments and results
Sustainable Sourcing
Commitment
Term
Status 2024
Highlight
100% of the grain supply
chain in the Amazon,
Cerrado, and other
biomes – both direct
and indirect – free from
deforestation
2025
100%
In 2024, we achieved the result of 100% of our grain supply
chain, advancing the traceability commitment by one year.
Sustainable Sourcing KPIs:
• Percentage of direct supplier farms
with control over indirect suppliers in
the Amazon and Cerrado of Brazil
• Percentage of monitoring of
grains purchased from the
Amazon and Cerrado
• Percentage of monitoring of
brans purchased in Brazil
• Percentage of monitoring of
oils purchased in Brazil
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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about the report
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Animal welfare
Commitments
Term
Status 2024
Highlight
To ensure the non-use of growth-inducing
antibiotics in the livestock chain
Recurrent
100%
Since 2019, BRF has not used antibiotics for growth promotion
purposes in animals.
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 if any non-compliance is suspected,
the case is investigated and the consequence policy is applied
in the event of a breach.
To ensure that 100% of the swine raised at BRF
are not identified through mutilations
2021
100%
Since 2021, we have fulfilled this commitment by using ear tags
and tattoos across BRF’s entire global swine herd.
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 male swine are
not surgically castrated
2022
100%
In 2022, the castration method for male swine was changed
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%
Since 2023, all the poultry in the integration system in Brazil
and Turkey are cage-free.
To certify 100% of the manufacturing
units in animal welfare
2025
100%
We have fulfilled the commitment ahead of schedule, and by 2024,
100% of BRF’s slaughter units are certified in Animal Welfare, audited
under internationally recognized protocols. The commitment was
reached with the certification of Turkey’s operations.
Use only cage-free eggs globally
2025
96.3%
In Brazil, the commitment has been fully met since 2020. In 2024,
we worked on developing suppliers to meet the commitment in the
international market.
To ensure the use of painkillers for 100%
of swine tail docking procedures
2025
0%
In 2024, we conducted tests to validate products that could meet
the commitment.
Use environmental enrichment in 100%
of the integration of poultry and swine
2025
35%
The turkey supply chain has had environmental enrichment in 100%
of its facilities since 2021. We made progress in meeting the indicator
for the chicken (23.9%) and swine (41%) supply chains and developed
new tools to fulfill the commitment.
Implement 100% of collective gestation
stalls for swine breeders by 2026. Starting in
2023, all new projects for housing breeding
sows will follow the free-range model
2026
57.7%
Despite the challenges of the economic scenarios, we made progress in
meeting the indicator, especially in the southern region of the country.
Animal
Welfare
KPIs:
• Percentage
of integrated
suppliers'
compliance with
Animal Welfare
requirements
• Animals'
fasting time
• Animal mortality
rate during
transportation
• Number of
Animal Welfare
violation notices
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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Waste and Packaging KPIs:
• Amount of waste sent to landfill
• Amount of recycled waste
• Percentage of recyclable, reusable
and biodegradable packaging
• Percentage of post-consumer
offset packaging
Natural Resource KPIs:
• Environmental Sustainability Index (ISA)
• Volume of water per ton of
meat produced
• Percentage of water reused
Natural resources
Commitments
Term
Status 2024
Highlight
Reduce water
consumption by 13% at
BRF
2025
11.4%
In 2024, Brazil made progress in water reuse, increasing from
16% to 20%. All industrial plants have implemented process
measurement systems, ensuring continuous and efficient
monitoring. In addition, the units have a robust and active water
management governance, integrating various stakeholders
and promoting sustainable management of water resources.
Ensure 100% energy
from renewable sources
2030
53%
Through the renewable energy procurement strategy with
proven traceability implemented by BRF, it was possible to
achieve 53% renewable energy, of which 40% comes from
clean sources (wind and solar).
Waste and packaging
Commitments
Term
Status 2024
Highlight
Ensure that 100%
of packaging is
recyclable, reusable, or
biodegradable
2025
93%
93% of the global volume of packaging used by the company is
recyclable, reusable, or biodegradable, representing 62% of the
specifications used.
Social impact
Commitments
Term
Status 2024
Highlight
Achieve 30%
representation of women
in senior leadership
positions.
2025
21.58%
In addition to affirmative actions with quotas in development
programs and educational incentives, we have the global "Lead
Like a Woman" program, a career acceleration journey for
women. In 2024, we launched the “Among Them” program, a
literacy journey for male leaders, aimed at reinforcing the role of
men as agents of transformation and strengthening the network
of allies for gender equity.
Social Impact KPIs:
• Number of women in
management positions
• Number of Black individuals
in leadership positions
• Amount invested in communities
• Number of people impacted by food
waste reduction education initiatives
• Number of volunteer actions
• Number of volunteer
participations by employees
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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3.1 sustainable sourcing
Globally, BRF has an extensive supply chain that
includes over 30,000 business partners and
8,400 integrated producers, supplying everything
from raw materials to logistics services.
Our suppliers are categorized into
three major groups, and all the volumes
negotiated with these partners are in
compliance with our purchasing policies:
• Integrated producers: rural producers
responsible for the animal raising stage (poultry
and swine) with whom we maintain integrated
production contracts.
• Agricultural commodities: suppliers of
grains (corn, soybeans, sorghum), meals, and
oils, including rural producers, grain traders,
cooperatives, resellers, and trading companies.
• Procurement (Supplies): suppliers of
packaging, ingredients and inputs, energy
resources, general services (IT, public
services, and logistics), Capex materials, MRO
(maintenance and repair of operations), and
logistics suppliers (maritime and road freight,
warehouses, etc.).
In 2024, 100% of our procurement during
the integration phase was sourced from local
suppliers¹. For internationally traded commodities,
78.4% of our purchases were made from local
suppliers. In other procurement categories,
95.44% of total spending was directed to local
suppliers. GRI 204-1
¹ In our definition, local suppliers are those operating in the same country as the production units they supply.
supply chain
monitoring
program
GRI 408-1, 409-1, 414-2, SASB FB-MP-430a.1
To ensure that our safety, quality, and
sustainability standards are upheld by our
suppliers, we have implemented the Supply
Chain Monitoring Program. This program
covers all areas—from grain purchasing
to freight and logistics services—and is
based on compliance with our Supplier
Code of Conduct and the Related Parties
Agreement. In 2024, 100% of our business
partners were selected based on social
and environmental criteria. GRI 308-1, 414-1
As part of the programme, we carry out
initiatives aimed at monitoring social and
environmental risks and engagement
actions tailored to each supplier group.
The programme includes proprietary
management methodologies, such as the
Integrated Supplier Management (GIF)
programme, traceability and monitoring
of grain suppliers, quality audits, checks
against public data, and requirements
incorporated into contractual clauses.
Some of the requirements include:
GRI 3-3 Management, transparency and tracking of the value chain
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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about the report
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IAgo Virtual Extensionist
To support field extension agents, we
developed IAgo, a generative artificial
intelligence that answers questions and
provides useful information on animal
management and health, water resources,
waste, manure, and energy, promoting
conscious and efficient consumption.
IAgo relies on a knowledge base made
up of manuals, regulations, and other
relevant documents to provide quick and
objective answers. Learn more in Digital
Transformation and Innovation.
Public lists: we conduct biweekly
checks on lists from the Brazilian
Institute of Environment and
Renewable Natural Resources
(Ibama), the Ministry of Labour and
Employment (MTE), and the National
Register of Ineligible and Suspended
Companies (Ceis) to identify potential
irregularities among suppliers. In such
cases, the registration is blocked until
regularisation or a negative certificate
is provided.
Human rights and labor practices:
our Corporate Human Rights Policy
strictly prohibits any form of degrading,
forced, or undignified labor, with
particular emphasis on the prevention
of child labor.
BRF Partner Code of Conduct:
dissemination of the document
outlining the rules and expected ethical
and social-environmental behaviours
from our suppliers.
Animal welfare: compliance with
the requirements is mandatory
for all individuals who handle live
animals, from integrated producers
to transportation and logistics service
providers.
Self-assessment: completion
of a checklist/questionnaire with
technical information.
Integrated producers
Our supply chain includes more than
8,400 farmers responsible for raising
animals – poultry (Brazil and Turkey)
and swine (Brazil). BRF has a long-term
partnership with this group, with whom we
maintain integrated production contracts.
The system operates on a vertical integration
model, with BRF providing producers with
all the inputs for animal farming: animals,
feed, transportation, training, and technical
assistance through extension agents and
the AgroBRF app. In return, producers
provide infrastructure and labour in
compliance with the Transparency Manual,
the Supplier Code of Conduct, and the
guidelines of the Good Production Practices
Manual and the Animal Welfare Program.
The training and technical assistance
program includes continuous improvement
training and a schedule of visits from
extension agents. These professionals
oversee production, train integrated
producers according to the Good Production
Practices manual and the guidelines of the
Animal Welfare Program Made at BRF, and
provide support for monitoring and guidance
on social and environmental requirements.
Our team includes 783 extension agents
and 91 veterinary professionals.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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Through the Supply Chain Monitoring Program, our
business partners receive the Transparency Manual
and the Supplier Code of Conduct, which outline the
company's guidelines on social and environmental
aspects, ethics, and compliance. Additionally, our
producers undergo a compliance assessment to
identify and classify Politically Exposed Persons
and detect any potential conflicts of interest (such
as corporate ties or family relationships with BRF
employees and/or suppliers, for example).
Our contracts include human rights clauses,
recognized internationally as fundamental rights
in the workplace by the ILO, with provisions
for suspension or termination in cases of non-
compliance. Through our management portal,
we now monitor the documentation control of
third parties hired by our business partners under
the CLT (Consolidation of Labor Laws) regime.
A new clause has been added to the contracts,
requiring living areas to be equipped with
restrooms and cafeterias. Among the properties
with which we already have business relationships,
65% are compliant, as per the Conduct Adjustment
Agreement signed. Our extension agents are
properly trained to identify potential inconsistencies
related to fieldwork. GRI 408-1, 409-1 GRI 2-23
Our producers are also assessed on sustainability
aspects through the Integration Compliance
Index – a BRF tool to evaluate issues related
to quality, environmental management, labor
practices, human and economic rights, including
business continuity. The assessment is carried
out through the application of the Sustainability
Checklist, as outlined in the Agricultural Expansion
Manual and the Operational Excellence System.
In 2024, the average score of the Integration
Compliance Index achieved by the integrators
(producers) was 84.26. In an effort to improve this
indicator, BRF has been continuously working on
engagement, providing guidance and strengthening
relationships, both through the extension
agents' monthly visits and the AgroBRF app.
The Sustainability Checklist is periodically
updated to account for changes in legislation,
technologies, or the company's strategic objectives.
It is also incorporated into the evaluation
score of the Integrated Highlight Program.
In addition to the Sustainability Checklist, we
have the Environmental Route – a tool in our
Excellence System that conducts an annual
analysis of producers through an environmental
verification checklist. The purpose of this evaluation
is to verify compliance with legal requirements
such as the Rural Environmental Registry (CAR),
Environmental Licenses, Water Use Rights
Grants, and their conditions, including water
withdrawal volume, waste storage and disposal,
and treatment of effluents and manure.
In 2024, we assessed 6,645 integrated producers
in Brazil for environmental impacts (deviations in
water management, effluents, waste, emissions,
and/or legal documents). Of these assessments,
6,624 producers were approved, resulting in an
average compliance rate of 90% with environmental
criteria, and only 0.32% of the integrated
producers had their business relationships
terminated due to non-compliance. GRI 308-2
To assist producers in addressing non-
compliances identified in the Environmental
Route and the Sustainability Checklist, we
have developed individual action plans that
are monitored by the extension agents.
Integrated producer
award program
Every year, we assess integrated
producers on production practices,
zootechnical criteria, and socio-
environmental standards. The scores are
calculated by summing the performance
in the zootechnical indicators and the
Sustainability Checklist. Producers with
the highest scores are recognized with
financial bonuses.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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In its efforts to balance productivity with the
preservation of natural resources and biodiversity,
as well as the reduction of greenhouse gases,
BRF has been investing in innovation, training,
technical assistance, and financial mechanisms.
Additionally, the company promotes good
practices among rural producers and encourages
environmental education through the
environmental booklet, available on our website.
In water management, a key element for
animal hydration and zootechnical results,
we rely on measures such as infrastructure
modernization – facilities and equipment, control
and monitoring of water consumption levels in
artesian wells, leak detection, and preventive
maintenance of the supply network (pipes, hoses,
drinking fountains, etc.), which play a crucial role
in reducing losses and waste and in meeting
the requirements of environmental authorities.
BRF also encourages rainwater harvesting from
the poultry house rooftops, using gutters and
downspouts, followed by minimal treatment. This
water is then used for toilet flushing, cleaning
facilities and equipment, and irrigation.
Regarding electricity, since 2020, BRF has
partnered with financial institutions to help
integrated producers install solar panels on their
properties. Currently, over 3,800 producers are
already using solar energy for production, and
we ended 2024 with 61% of the volume of animal
production (poultry and swine) carried out by
producers with photovoltaic systems. Beyond the
environmental benefits, this transition has led
to an average 95% reduction in energy costs for
producers. The use of renewable energy is also a
key evaluation criterion in the Award Program.
In animal husbandry, BRF encourages its producers
to implement innovative projects that involve
reusing manure to generate energy, which is then
applied as organic fertilizer in agricultural crops,
reforestation areas, and pastures for cattle. The
benefits of this practice include generating low-
cost energy, reducing fertilizer purchase expenses,
decreasing the need for agricultural land to apply
manure, and lowering greenhouse gas emissions.
Sustainability management in the field
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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Nutrient management in the
supply chain
All properties owned by integrated producers, as
well as our own farms, implement the Nutrient
Management Plan. We have contracts with all
integrated producers and only proceed with
housing if they hold a valid operating license.
In the licensing process, it is mandatory to
list the destination of the waste generated by
the activity in the environmental report.
The waste is used for fertigation in the soil, and
the environmental licensing process requires us
to conduct annual or semi-annual soil monitoring
(as stipulated in the license) for the duration of the
license. In addition, BRF does not keep animals
on integrated rural properties that do not have a
license and/or that present non-compliances, which
are periodically assessed by its technical team.
The proper disposal of waste is included in the
compliance verification conducted on 100% of the
integrated producers. These producers conduct
laboratory analyses to meet the criteria established
in the environmental licenses by the regulatory
authorities (considered as a third party in this
process).
These analyses enable integrated producers
to maintain an appropriate nutritional balance
between waste application to the soil and nutrient
removal by the crops planted in those areas. In
this way, BRF promotes the proper use and circular
management of animal waste, being strict in
complying with the environmental regulations on
the matter.
In 2024, the total amount of waste and
manure generated by our production chain
(considering swine waste and poultry bedding)
was approximately 10.3 million tons. 100%
of this waste is managed through a nutrient
management plan that complies with the
conditions of environmental licensing processes.
Compared to 2023, this indicator remained stable.
SASB FB-MP-160a.1
We treat swine waste in anaerobic lagoons,
followed by fertigation in crop areas, according
to a fertilization plan developed by qualified
technicians. For poultry litter, temporary storage
is used for fermentation, aiming at pathogen
elimination and mineralization. The resulting
material is then applied as organic biofertilizer in
crop fields.
Among our integrated producers, we have
an example of a partner from the state
of Mato Grosso who is making significant
efforts to reduce greenhouse gas emissions
in our supply chain, while also helping to
prevent soil contamination.
The farm houses more than 13,000
breeding sows, and the reuse of methane
released from the manure is carried out
through 18 biodigesters that capture and
treat the gas. The biodigesters transform
methane into biogas, generating electricity
and biofertilizers. Rich in nutrients such
as nitrogen and phosphorus, organic
fertilizers are applied to various agricultural
crops, improving productivity, soil
health, and reducing the use of chemical
fertilizers. The initiative is carried out with
the permission of the state and municipal
authorities responsible for licenses and
inspections, and it also contributes to the
reduction in the purchase of fertilizers.
In addition to producing biogas for
electrical energy, the farm has installed
photovoltaic panels, making it self-
sufficient, generating over five million kW
per year and reducing electricity costs.
Moreover, the surplus energy can be sold,
providing an additional source of income.
waste that generates
energy and biofertilizer
3 sustainability platform
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5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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animal nutrition
BRF continually invests in innovation projects
focused on genetic improvement, management
techniques, animal health, and nutrition. Advances
in these areas enhance feed conversion (turning
feed into protein) and reduce animal mortality rates.
These efforts are part of the BRF+ 2.0 efficiency
plan, thereby contributing to the reduction and
mitigation of emissions from animal feed.
The company operates its own research structure
for all its animal production chains (chickens,
swine, and turkeys), with experimental farms
located in Videira, Concórdia, Chapecó, and
Catanduvas, in the state of Santa Catarina. These
facilities feature 18 barns with 1,344 pens and a
capacity to conduct about 79 protocols annually.
Research focuses on optimizing nutritional levels
to maximize animal performance at various
production stages. The efficiency of feed additives
is also evaluated, such as exogenous enzymes
(e.g., phytases, carbohydrases, and proteases)
aimed at improving the digestibility of feed
components, or eubiotics that enhance intestinal
health, promoting better nutrient absorption and
thus contributing to the reduction of phosphorus
and nitrogen excreted in the animal waste.
The planning, execution, and analysis of
experiments are managed by BRF's team
of researchers, consisting of agronomists,
veterinarians, and animal scientists (masters,
doctors, and post-doctors). This expertise is a key
differentiator, enabling BRF to continuously evaluate
and adapt the best nutritional options to meet the
challenges and production conditions in Brazil.
One of the main highlights in the swine production
chain is the genetic improvement program, which
offers a proprietary and exclusive lineage, the HS,
accounting for about 70% of the swine processed
by the company. The program utilizes technologies
such as genomic selection, collective performance
tests, and feed conversion assessments through
electronic feeding systems. These innovations
help select animals with excellent feed conversion,
offering producers animals that require less feed
to build muscle protein. This, in turn, reduces
the need for grains and related inputs (such as
cultivated land, fertilizers, transportation, etc.),
minimizing waste generation and emissions.
3 sustainability platform
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5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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agricultural commodities
Our food production is directly conditioned by the
purchase, pricing, and negotiation of agricultural
commodities (grains, meals, and oils). We have
approximately 3,745 active business partners.
About 30% of the purchases are made directly
with the producers. BRF monitors the social,
environmental, and compliance risks that may
influence this business and is committed to a grain
supply chain – both direct and indirect – that is
traced, monitored, and free of deforestation and
land conversion by 2025. Learn more on the next
page.
59%
32%
6%
2%
1%
Volume of grain sourcing by biome
Amazon
Pantanal
Atlantic
Forest
Pampa
Cerrado
Caatinga
socio-environmental
criteria for grain
purchases GRI 408-1, 409-1
BRF upholds a strict grain purchasing policy
that sets socio-environmental criteria to be
followed by our business partners. In 2024,
all suppliers were evaluated based on these
criteria, ensuring environmental protection
and respect for human rights.
BRF does not trade grains from production
areas that involve:
• Embargoes from the Brazilian Institute of
the Environment and Renewable Natural
Resources (Ibama), the Chico Mendes
Institute for Biodiversity Conservation
(ICMBio), and state environmental agencies;
• Indigenous lands, quilombola territories,
and strictly protected conservation units;
• Areas deforested after 2008 in the
Amazon biome and, from 20251
onward, in other biomes.
• Brazil’s Slave Labour “Dirty List”.
1 Before this period, in the case of deforestation, the Brazilian Forest Code
(Law No. 12.651, dated May 25, 2012) must be followed.
The origination process in the Amazon and Cerrado
biomes is particularly critical for us due to the
higher risk of deforestation. Since 2022, we have
achieved 100% traceability, down to the farm
level, of direct suppliers in the biomes considered
critical. In 2024, we achieved 100% monitoring of
the grain supply chain across all biomes in Brazil.
3 sustainability platform
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5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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Traceability and socioenvironmental
monitoring
To ensure compliance with the Grain Purchasing
Policy, BRF uses a platform that integrates
geospatial devices and Geographic Information
Systems (GIS), allowing for comprehensive
monitoring of the entire grain supply chain.
The first step involves identifying, locating,
and registering the properties of origin for
the grains, including the precise delimitation
of the corresponding polygon, based on the
Rural Environmental Registry (CAR). BRF also
requires its business partners to share data
about the origin of their own suppliers (i.e., BRF's
indirect suppliers). This process is managed by
the company’s commercial team, composed
of professionals familiar with the region who
maintain direct contact with the suppliers.
After registration, the system continuously
monitors the properties, cross-referencing socio-
environmental data to identify potential non-
compliances. This is done using public data and
updated satellite images. When a non-compliance
is detected, the supplier is immediately blocked,
and no new purchases are made until the situation
is properly clarified and resolved. In 2024, the grain
monitoring process was verified by a third party,
and the recommendations are being implemented
to drive continuous improvement.
Yuri: Innovation in
commodity monitoring
In 2024, BRF implemented the Yuri chatbot, a virtual assistant
to optimize socio-environmental analyses of farms and grain
suppliers, which brought agility and significant advancements in
monitoring our supply chain. Integrated with WhatsApp, Yuri uses
data such as CPF, CNPJ, and Rural Environmental Registry (CAR)
to generate detailed reports, identifying potential irregularities in
suppliers' practices in relation to our Sustainable Grain Purchasing
Policy. Learn more in Digital transformation and innovation.
3 sustainability platform
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5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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Committed to the sustainable development of
its value chain, BRF has focused on engaging its
suppliers. In 2024, we identified and preemptively
blocked 549 of the 1,872 suppliers assessed
as causing real and potential impacts. With the
support of our technical and legal teams, we were
able to enable 446 of them, representing 80%.
The company works to clarify non-compliances
and guides suppliers in addressing necessary
documentary regularizations. Additionally, BRF
In 2024, BRF, Agrivalle, Bayer, GAPES, Milhão
Ingredients, and Produzindo Certo came together
to launch the first regenerative agriculture
consortium in Latin America. Named Reg.IA,
the initiative creates a protocol of sustainable
practices to be adopted in soybean cultivation,
with the main goal of promoting soil health,
increasing productivity, and boosting biodiversity
on farms. The protocol consists of two initial
phases: Year 1 and Year 2, came together to
launch the The mandatory practice includes
high-quality no-till planting, with cover crops –
which are planted between harvests, helping
to retain water in the soil and reduce erosion,
playing a key role in addressing water scarcity.
In addition to no-till planting, the protocol
encourages producers to adopt at least one of
the following four optional sustainable practices:
organic fertilization, where at least 20% of the
fertilizer volume comes from organic sources;
the use of biological pesticides, with at least
one application per year; reduction in the use
of chemical pesticides; and crop rotation, where
different species are grown in an area.
The expected outcomes of the initiative include
benefiting more than 30 farms, producing
over 200,000 tons of verified regenerative soy,
transforming more than 50,000 hectares, and
publishing 10 articles on regenerative agriculture.
Learn more at: Reg.IA – Producing Right.
promotes best practices through technical
field visits and by sharing the supplier
handbook, available on our website.
Upon achieving 100% monitoring of our grain
supply chain – both direct and indirect – we will
continue working to expand the positive impacts
on the supply chain, balancing productivity with
conservation.
Reg.IA: Regenerative Agriculture Consortium
3 sustainability platform
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5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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supplies
To ensure the availability of materials, inputs,
and services essential for our operations, we
have a Supply department, responsible for
planning and procurement strategies.
Within BRF, the procurement process
encompasses both direct and indirect
materials:
• Indirect – This includes all negotiations
related to logistics services, administration,
consulting, marketing, healthcare, benefits,
and poultry catching, as well as the purchase
of MRO materials, CAPEX, and maintenance
services, among others that are not directly
related to final products but are necessary
to ensure the operation of business units.
• Direct – This involves the procurement
of packaging, ingredients, and inputs that
have a direct impact on the cost of final
products, as well as the procurement of
energy resources and the trade of meats.
In 2024, we assessed 7,519 supply chain
business partners regarding environmental
impacts. Only one partner was identified
with the potential for negative environmental
effects, and improvements were agreed upon
following the evaluation. GRI 308-2
logistics
BRF’s transportation operations involve the
movement of live cargo (animals for breeding
and slaughter), raw materials, inputs, and finished
products. Our dedicated logistics team, consisting
of drivers and partner helpers, travels over 50
million kilometers per month across more than 50
countries. Service excellence is regularly evaluated
through the Net Promoter Score (NPS).
In 2024, our Logistics team focused on
continuing efficiency initiatives, in line with the
implementation of BRF+ 2.0. For final deliveries,
we coordinated with the Commercial team to phase
demand and better manage monthly volumes.
As a result of our logistics efficiency efforts, we
increased the volume of products delivered
from 180,000 tons to 220,000 tons, reduced
the number of idle truck days, significantly
lowered the percentage of FIFO (First-In, First-
Out) products from 20% to 1%, and recorded
only 1.5% in returns. Customer satisfaction
also rose significantly, reaching 90%.
However, in terms of greenhouse gas emissions, the
floods that affected the South region in early 2024
disrupted several highway routes. This led to longer
average travel distances for our trucks, resulting in
an increase in logistics-related emissions.
Another significant impact in logistics was caused
by a fire in Carambeí (PR), which required the
poultry housed in the region to be transported
to more distant facilities for processing. On a
positive note, BRF replaced approximately 30% of
its fleet with lower-emission vehicles, achieving
up to a 5% reduction in emissions compared to
the previous fleet. Learn more in Emissions
3 sustainability platform
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5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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new distribution
center in the
Federal District
BRF opened a Distribution Center in Brasília,
with the capacity to handle 48,000 tons of
food per year. The facility will serve the 35
Administrative Regions and 11 municipalities
in the Federal District's Metropolitan Region.
This logistics investment includes 10 docks
for receiving and shipping, and a yard with
capacity for 65 vehicles. The initiative also
supports the creation of 90 jobs and the
fulfillment of orders within 24 hours.
In the international market, we optimized
the loading process by shipping around
85% of products directly from the plant to
containers, eliminating the storage stage.
This strategic move reduced inventory from
70,000 tons to 15,000 tons. Over the year,
we exported a total of 63,000 containers.
In addition, in Turkey, we continued a digital
transformation journey in logistics, focused on
management efficiency to maximize processes,
reduce risks and costs, and ensure safety. We
implemented a real-time road condition tracking
solution across our entire agro fleet, which also
identifies driver behaviors, route adherence,
heat tracking, and preventive actions to minimize
losses. The monitoring of the entire operation
is done in real time by a control tower and
includes the analysis of data from 45 categories
with the support of artificial intelligence.
recognition
in safety
Our unit in the United Arab
Emirates won the RoSPA Fleet
Safety Awards for the third
consecutive year, awarded by the
Royal Society for the Prevention of
Accidents. This award recognizes
safety practices in logistics,
such as having no recorded
accidents and an integrated
truck fleet monitoring system.
3 sustainability platform
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5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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Digital logistics journey
In our “Acelera Logística” journey, we advanced in adopting digital platforms, focusing
on positive impacts on key business indicators such as OTIF (On Time In Full), Fill Rate,
Idle Time, Occupancy, Returns, Freight Cost, and Service Level. We also continued the
technological updates of our Automated Distribution Centers, ensuring a safe and
efficient operation.
• Transportation Management System
(TMS) Project – We made advancements
in the platform, utilizing new features,
as well as automating processes to
optimize freight costs and improve
service levels in primary logistics.
• Logistics 4.0 Onelog – A digital platform
for integrated monitoring of primary
logistics and distribution operations. In
2024, we made progress with deliveries
that contributed to the BRF+2.0 indicators,
such as governance of daily allowances and
automation of trip start and end processes.
• Variable Weight (Domestic and
International Markets) – We improved
storage and shipping processes at factories
and distribution centers for variable weight
products through a solution that uses data
collectors in conjunction with portable
printers. It allows for the identification
of each box with a label containing the
customer's code, which speeds up and
facilitates correct sorting at the time of
delivery, preventing mix-ups and ensuring
accuracy and customer satisfaction.
• Collaborative Logistics – We
implemented the LogShare platform,
a collaborative logistics solution to
optimize freight transportation using
artificial intelligence. It allows companies
to share the idle capacity of their routes,
reducing costs and carbon emissions,
while connecting shippers and carriers.
• Chatbot Cristóvão – Our virtual assistant
for addressing primary logistics issues,
optimizing communication with drivers
through WhatsApp. There are over 17,000
service requests per month and an 80%
reduction in response time, with over
90% of requests resolved automatically.
Logistic Management
Logistics management follows the standards for
contracting fixed carriers (with contracts) and
SPOT carriers (one-time contracts for urgent/
priority needs) within the Health, Safety, and
Environment criteria, establishing requirements
at each stage of the process to mitigate risks
and prevent accidents. We have vehicles suited
to the species and stages in which they are
used, with structures that take into account
distance, density, speed, travel time, and
temperature for transporting the animals.
The implementation of the Integrated Supplier
Management (GIF) Program is mandatory
for carriers, aiming to meet requirements for
smoke emission control, proper disposal of
waste (oil, batteries, and tires), emergency
response plans, and investigation of
accidents and incidents. All of our carriers
also sign a commitment agreement for
safety management, considering primary,
secondary, and agricultural operations.
Through a working committee, we conduct
inspections on transportation and implement
best practices to prevent risk situations
or accidents involving live cargo. Another
important aspect is the monitoring of
individual driver behavior, where drivers
may have their scores reduced and be
prohibited from working for BRF for a period
of 15 days to 12 months if any deviations
are identified during service delivery.
3 sustainability platform
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5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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We invested in technology to enhance delivery
routing, using software that identifies alternative
routes to reduce the average distance per trip,
along with telematics for accident prevention,
setting a benchmark in the industry. We also
provide support in monitoring and controlling the
routines of professionals associated with carriers,
along with fatigue control solutions installed in
68% of the fleet, and rest areas along strategic
stretches of Brazilian highways.
The Health, Safety, and Environment in
Transportation Program also focuses on raising
awareness among logistics partners to reduce
accidents and environmental impacts,
as well as combating child sexual
exploitation on highways and ensuring
dignity in the trucking profession. The
Integrated Supplier Management (GIF)
Program is our initiative to recognize
the performance of our partners, with
an award for the best ones of the year.
In 2025, our goal is to continue investing
in innovation, with the aim of constantly
enhancing employee safety and further
optimizing our processes.
new trailers,
increased efficiency
In 2024, we implemented the four-axle trailer
model for transporting products, swine, and feed
to production units, with 11 vehicles in operation.
These vehicles allow for a higher Gross Vehicle
Weight, with a 22% increase in the case of product
transportation, which contributed to a reduction
of 1,452,000 km traveled in the year, equivalent
to 3,814 trips. For animal transportation, the
vehicles are equipped with hydraulic lifts and
a climate control system, providing thermal
comfort. They also offer 94 positions for
swine weighing up to 200 kg each, along with
sprinklers, fans, and drinking nozzles that ensure
our welfare standards during transport.
3 sustainability platform
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5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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3.2 climate change GRI 3-3 Climate change
Climate change represents one of the greatest
challenges of our time, with far-reaching impacts
across multiple sectors of the global economy,
including the food industry. The rise in the planet’s
average temperature compared to pre-industrial
levels – now exceeding 1°C – has led to an increase
in the frequency and intensity of extreme weather
events such as droughts, heavy rainfall, heatwaves,
and storms.
These climate changes directly affect agricultural
production, impacting the availability of raw
materials and the resilience of key producing
regions. Additionally, it exacerbates operational
risks throughout the value chain.
The floods in Rio Grande do Sul in 2024, for
instance, had a direct impact on BRF's production,
underscoring the sector’s vulnerability to such
events.
To mitigate the effects of climate change and
support the transition to a low-carbon economy,
we have committed to becoming a net zero
company, actively contributing to global efforts to
combat global warming.
Our climate targets have been validated by the
Science Based Targets initiative (SBTi), making
BRF the first food company in Brazil to have targets
approved under the new FLAG methodology, which
takes into account emissions from forests, land
use, and agriculture. These targets are aligned
with the goal of limiting global warming to 1.5°C,
as established in the Paris Agreement.
With updated and even more ambitious
challenges, our new commitment is to
reduce Scope 1 (direct emissions) and
Scope 2 (emissions related to electricity
consumption) by 51% by 2032; Scope 3
emissions (indirect emissions across the value
chain) by 35.7%; and to neutralize residual
emissions by 2050. The targets are based on
the 2020 baseline year. SASB FB-MP-110a.2
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5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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BRF is one of the 27 founding companies of
the Brazilian GHG Protocol Program and, for
more than a decade, has annually published its
greenhouse gas emissions inventory in the Public
Emissions Registry. In 2024, we received the GHG
Protocol Gold Seal for the 15th consecutive year,
consolidating BRF as a reference in environmental
management. Since 2010, the company has
been part of the B3 Efficient Carbon Index
(ICO2) portfolio, recognized for its transparency
and commitment to to emissions reduction.
BRF, in its greenhouse gas emissions inventory,
uses the GHG Protocol as its methodology. The
inventory covers the specific reporting period and
the organizational boundaries of the company,
and is annually subjected to an independent
verification process conducted by a third party.
BRF categorizes its emissions into three scopes:
We closely monitor and control our
greenhouse gas emissions. By mapping
Scope 3 emissions, which refer to the
indirect emissions across our value chain,
and incorporating FLAG emissions, we
identified that the largest impact comes
from the supply chain, accounting for
approximately 98% of our total emissions.
The primary sources include land use for
grain production, manure management in
animal breeding within the integration system,
and transportation throughout the chain.
In our industrial operations, where
manufacturing activities take place, stationary
sources are the most significant due to the
amount of fuel required by the processes.
However, since over 90% of our energy
matrix comes from renewable sources,
this impact is considerably reduced.
The detailed methodology of the
GHG Protocol and the inclusion of
FLAG emissions demonstrate BRF's
commitment to comprehensively quantify
and manage its carbon footprint.
GHG emissions management
• Scope 1: direct GHG emissions
from sources controlled by the
organization, such as the combustion
of fossil fuels in its operations.
• Scope 2: indirect GHG emissions
from the purchase of energy, such
as electricity, heat, and fuels.
• Scope 3: indirect GHG emissions
from other sources, such as
suppliers, product transportation,
and product consumption.
emissions in the
supply chain
More than 98% of BRF's GHG emissions
are concentrated in the organization's
value chain (Scope 3), which includes
methane and other gases from animal
husbandry, as well as agriculture and
land use in grain sourcing.
BRF's goal focuses on reducing CO2
equivalent emissions, encompassing
not only CO2 but also other gases such
as methane and nitrous oxide.
3 sustainability platform
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5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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Scope 2
Scope 3
Purchased goods and
services (poultry and swine
farming, acquisition of grains,
oils and their derivatives)
Transportation and
distribution of inputs,
animals, products, by
road and sea
Employee commuting
(home-work)
Waste generated in the
operations and destined
for third parties
Processing
of products sold
Air, road and
sea travel
End-of-life
treatment of
products sold
Acquisition of fuel and
energy
Purchase of thermal
energy (steam) for
electricity production
Capital goods
Categories considered in the measurement of GHG emissions
Scope 1
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
Solid waste and liquid effluent
treatment: waste generation from animal
farming; composting of industry waste and
deceased animals; effluent treatment
Fugitive emissions: use of refrigerant gases
(cold storage rooms and air conditioning) and
other substances for the animal slaughter process
(CO2); soybean oil production (hexane – C6H14)
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
Electricity
purchases
Use of sold goods
and services
Investments
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6 people management and health and safety
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3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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our roadmap towards
a net zero future
2020 to 2032
By 2032, the company has set a goal
to reduce direct emissions from its
operations (Scopes 1 and 2) by 52.7%,
including emissions generated by
factories, distribution centers, and energy
consumption in its own operations.
For indirect emissions (Scope 3), which
encompass the entire value chain, the
target is a 30% reduction, considering
the categories of purchased goods and
services, transportation, and distribution.
For FLAG emissions in Scope 1 and Scope 3,
the challenge is to achieve a 36.4% reduction,
considering both emissions and removals.
GHG emissions baseline for BRF, from categories included
in the SBTi targets, in tons of CO2e (year 2020)
Total:
29,567,374.06
Baseline
long-term goal (year 2020)
Scope 3 FLAG
Animal husbandry
61.3%
18,131,932.41
Scope 3 Non-FLAG
Waste generated
in operations
0.1%
38,710.26
4.7%
1,385,492.57
Scope 3 Non-FLAG
Goods and services purchased
5.3%
1,571,992.26
Scope 3 Non-FLAG | Logistics
(upstream and downstream)
Scope 3 FLAG
Grains and derivatives
26.9%
7,949,137.62
2%
46,606.35
Scope 1 FLAG
Agricultural emissions
and land use change
Scopes 1 and 2
Industrial and energy
1.5%
443,502.59
61
.3
%
26
.9
%
5
.3
%
4
.7
%
0.
1
%
2
%
1.
5%
2032 to 2050 (net zero)
Aiming to become net zero by 2050, BRF is
committed to reducing 90% of its Scope 1,
2, and 3 emissions (non-FLAG) by 2050, as
well as reducing 72% of its FLAG emissions.
Learn more about our targets on the next
page and the FLAG methodology.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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To achieve these goals, BRF has developed
a net-zero plan, a strategic initiative built
around four key action areas that reflect our
commitment to creating a more sustainable
future for the planet and future generations.
The company recognizes the urgency of
the climate agenda and the importance
of leading the transition to a low-carbon
economy in the food industry.
Deforestation free chain
BRF is publicly committed to ensuring
a deforestation- and conversion-free
supply chain – both direct and indirect –
by 2025. To make progress in this area,
we have implemented the Sustainable
Grain Purchasing Policy, with strict socio-
environmental criteria for evaluating direct
and indirect suppliers across all biomes. By
the end of 2024, 100% of the grain suppliers
were in compliance with BRF's Sustainable
Grain Purchasing Policy. GRI FP1
Learn more in Sustainable Sourcing.
Low-carbon agriculture
We promote low-carbon agriculture
by encouraging the adoption of more
sustainable farming and animal husbandry
practices within our operations (owned
farms) and in partnership with integrated
producers (poultry and swine).
Our initiatives include actions such as the use
of renewable energy, support for producers
in installing solar panels, as well as the
proper treatment and reuse of animal waste,
converting it into biogas and biofertilizers.
Learn more in Sustainable Sourcing.
Energy transition
At BRF, we are transitioning to a renewable energy
matrix, with the goal of using 100% renewable
electricity by 2030, and increasing the use of low
or zero-emission fuels in our fleet and operations.
Energy matrix
We continue to invest in renewable sources to
compose our energy matrix. Biomass, obtained
from our Eucalyptus reforestation initiatives,
is one of them, effectively contributing to the
progress in our performance indicators. Mainly
used for steam generation in production
processes, biomass helps reduce greenhouse
gas emissions and ensures energy efficiency.
BRF manages approximately 27,000 hectares
of forestry assets across eight Brazilian states
and more than 190 farms, with 95% of these
properties being owned or leased. The majority
of these areas are planted with Eucalyptus,
which accounts for 96% of the total area. The
remaining land is covered by other species,
including Pinus, araucaria, bamboo, and mimosa.
action fronts for
meeting the goals
Renewable electricity
As part of the initiatives to fulfill the commitment
of reaching 100% renewable electricity usage by
2030, since 2021, we have established partnerships
to implement renewable energy projects, including
the joint venture with Auren for the construction
of the Cajuína Wind Complex in Rio Grande do
Norte, with a total capacity of 160 MW average.
In 2024, the investment in the project amounted
to R$ 132 million, in line with the company's
energy supply strategy and climate goals.
We also maintain a partnership with Intrepid
Participações S.A. for the implementation of the
self-generation solar power plant in Mauriti and
Milagres, in the state of Ceará. The operation is
expected to start in the second half of 2025, with an
installed capacity of 320 MW on average.
To this end, 600,000 solar panels will be
installed on an area of 1,170 hectares, allowing
the generated energy to be distributed
to our units in the South of Brazil.
In 2024, the company reached 53% of
electricity from renewable sources, with
verified traceability through self-declarations
of incentivized energy contracts and I-RECs.
Of this total, 40% came specifically from clean
sources such as wind and solar energy.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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sustainable
products
at the table
The Veg&Tal portfolio, Sadia's line of
100% plant-based foods, includes three
carbon-neutral products: Cauliflower
Wings, Vegetable Nuggets, and Soy
Nuggets. In addition to meeting the
preferences of vegetarian and vegan
consumers, these products are also
sustainable — their entire lifecycle
carbon emissions are offset through the
purchase of carbon credits.
Operational efficiency
In the context of climate change, operational
efficiency emerges as a set of actions focused
on reducing the environmental impact of our
operations. We are investing in innovative
technologies in the areas of production, logistics,
and infrastructure, aiming to optimize resource
use and reduce emissions. The search for more
sustainable solutions includes everything from
wastewater and waste treatment in our industrial
operations to the adoption of technologies
to improve transportation efficiency and keep
our products refrigerated, as well as the use
of alternative fuels and the construction of
more sustainable distribution centers.
In 2024, we invested R$ 14.8 million in projects
for better energy utilization within the company.
Through the BRF Energy Excellence Program, we
aim to promote sustainable energy consumption
in manufacturing and administrative operations
by establishing performance indicators and
monitoring energy consumption across
different production processes, considering
the production lines, categories, and products
manufactured. We conduct operational
training at our units to improve performance in
response to daily realities and new concepts/
technologies, aligned with market innovations.
In addition, we consider in our decisions the
improvement of acquisition costs, the search for
strategic partners in the development of sustainable
projects, the approval of consumption reduction
projects, and the assurance of internalizing the
program's guidelines into the production units,
such as the installation of combustion control
systems in the boilers. 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.
The company also benefits from resources
provided by the Energy Efficiency Programs
of the energy distributors, in accordance with
the guidelines of the National Electric Energy
Agency (Aneel). This includes actions such as
replacing conventional electric motors and
pumps with high-performance equipment. In
2024, BRF increased energy intensity by 3.69%
compared to 2023, reaching 6.19 GJ/t produced.
We have invested in monitoring and process
control systems to ensure maximum efficiency in
refrigeration, which represents the largest portion
of energy consumption in a slaughterhouse. Digital
checklists assist in identifying and correcting issues
that may lead to excessive energy consumption,
such as the presence of air in installations, while flow
meters allow for monitoring consumption in macro
and micro processes, facilitating management
and identifying reduction opportunities.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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Consumption of renewable fuel sources in GJ GRI 302-4
2022
2023
2024
Cane alcohol
106,565.32
127,257.99
202,253.72
Biodiesel
0
7,035.31
8,030.93
Vegetable or animal oil
73,334.28
68,158.71
69,096.01
Biomass (reforestation wood)
21,411,028.51
19,250,108.71
21,111,455.83
Total
21,590,928.10
19,452,560.72
21,390,836.49
Energy consumed (purchased) in GJ GRI 302-1
2022
2023
2024
Electricity
7,857,943.80
8,035,463.68
7,621,728.01
Steam
420,906.18
467,602.90
467,911.72
Total
8,278,849.99
8,503,066.57
8,089,639.73
Energy intensity1 (GJ/Ton of product) GRI 302-3
2022
2023
2024
6.23
5.97
6.19
Energy consumed offsite GRI 302-2
2022
2023
2024
5,683,380.00
6,334,177.31
6,506,843.72
Consumption of non-renewable fuel sources in GJ GRI 302-4
2022
2023
2024
BPF
115,886.21
14,692.81
14,629.77
Diesel oil
106,108.37
71,459.88
67,145.64
Natural gas
1,008,166.65
1,017,443.25
1,317,828.71
Gasoline
192,067.40
146,518.19
72,518.58
LPG
460,499.07
523,003.71
431,200.56
Shale
123,118.66
117.73
121.36
Illumination kerosene
689.70
0.42
0.04
Acetylene
0.46
0.76
1.47
Total
2,006,536.52
1,773,236.75
1,903,446.13
The search for new technologies and suppliers
is also ongoing, aiming to optimize processes
and reduce energy consumption. BRF views
energy efficiency as a continuous journey
that demands constant improvement and the
adoption of innovative solutions. Governance
plays a key role, with the creation of forums to
discuss the topic, set goals, and monitor results.
¹ Energy intensity is calculated by dividing the energy consumption within the
organization (GJ) by the product output for the year (t). All types of energy are
considered: fuels, electricity, and steam.
Total energy consumed1 (GJ) GRI 302-1, SASB FB-MP-130a.1
2022
2023
2024
Fuels from non-renewable sources
2,006,542.35
1,773,317.73
1,903,446.13
Fuels from renewable sources
21,590,928.10
19,452,560.72
21,390,836.49
Energy consumed
8,278,849.99
8,035,463.68
7,621,728.01
Total energy consumed
31,876,320.43
29,261,342.13
32,753,009.16
Energy sold2
1,308,728.90
1,821,891.32
6,509,060.48
¹ The assumption for accounting considers the measurement of energy in 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
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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energy efficiency
initiatives
In 2024, we carried out diagnostics on
our boiler combustion systems with the
support of specialized companies. The
goal was to maximize energy potential,
increase energy availability, improve
efficiency, and reduce gas emissions. The
assessment covered the performance of key
equipment, operating profiles, structural
conditions, control loops, and fuel quality.
As a result, we implemented new
online emission monitoring systems,
integrated with the combustion control
loops of the boilers, to optimize biomass
combustion. At the Toledo (PR) unit, an
investment of R$ 370,000 in the new
combustion control system resulted in
a 2.8% improvement in performance
and a savings of R$ 245,000 over seven
months (related to lower fuel usage).
BRF also installed a thermal recovery
system in its frigorific units, which uses
the temperature of the water from
cooling the chicken to reduce the energy
needed in the process, resulting in energy
savings and lower fuel consumption.
These initiatives reflect BRF's commitment
to energy efficiency, cost reduction,
and the pursuit of innovative solutions
for a more sustainable future.
2024 performance
We concluded the 2024 cycle with a 3.6%
increase in total emissions from Scopes 1 and
2 compared to the base year of 2020, and a
15.6% increase compared to the previous year.
Scope 1 was severely impacted due to large-scale
and intense wildfires, both in terms of climate
and financial impact. The wildfires occurred
at 11 BRF units in Brazil, mainly in the Central-
West region, accounting for 40% of total Scope
1 emissions. On the other hand, we achieved
positive results in Scope 2, driven by the purchase
of renewable energy in Brazil and Turkey.
As for Scope 3, we recorded an 8.2% reduction in
emissions compared to 2023 and a 6.8% reduction
compared to the 2020 baseline, mainly due to
improved animal farming practices and the use of
swine waste in biodigesters. On the other hand,
other categories such as logistics saw an increase
in emissions due to the longer average distances
traveled by trucks in the South region following
the floods that hit Rio Grande do Sul, which led
to road closures and detours. Another significant
factor was the fire at our Carambeí facility in Paraná,
which required the poultry housed in the region
to be transported to other units for processing.
The commitment to continuous improvement
and the ongoing enhancement of our climate
strategy – aligned with our guidelines and global
best practices – reflects BRF’s concern about
global warming and its consequences for nature.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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The greenhouse gas inventory is
audited by an independent third party,
and the verification letter is available in
the annexes to this Report. See more
in the GHG Verification Statement.
2020 (baseline)
2022
2023
2024
2020-2024 variation
Scope 1
Total gross CO2e emissions
304,502.30
299,853.23
337,848.21
419,861.48
37.9%
Biogenic emissions – Scope 1
2,033,534.18
1,737,207.60
1,573,420.39
1,844,478.26
-9.3%
Scope 2
Total gross CO2e emissions – Location-based approach
203,934.39
159,488.08
157,022.97
194,344.69
-4.7%
Reductions arising from indirect emissions from
the acquisition of renewable energy
0
29,656.83
39,137.45
87,327.17
-
Total gross CO2e emissions – Purchase-based approach
203,934.39
129,831.25
117,885.51
107,017.52
-47.5%
Scope 3
Total gross CO2e emissions
30,634,476.35
31,977,129
30,149,412
28,557,968.17
-6.8%
Biogenic emissions – Scope 3
44,447.94
45,034
43,147
62,758.57
41.2%
GHG emissions (tCO2e)¹ GRI 305-1, 305-2, 305-3, 305-5, TCFD 4.b, SASB FB-MP-110a.1
Intensity of GHG emissions¹ GRI 305-4
2022
2023
2024
Total GHG emissions (tCO2 equivalent)2
429,684.48
455,733.73
526,878.00
Greenhouse gas emissions (GHG) intensity3
0.084
0.093
0.105
1 The approach chosen for reporting greenhouse gas (GHG) emissions was operational control. 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.
2 The total GHG emissions (tCO₂e) considers the sum of Scopes 1 and 2.
3 The Emissions Intensity is calculated by the absolute GHG emissions (tCO₂e) of Scopes 1 and 2 by 2024 production (t).
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5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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COP participation and partnerships
BRF, in partnership with Marfrig, played an active
role at COP29, held in Baku, Azerbaijan, which
brought together representatives from 198
countries. The company reinforced its commitment
to sustainability by integrating responsible practices
into its operations and throughout its supply
chain. During the event, BRF leaders took part
in panels that addressed issues related to the
animal protein sector, highlighting the progress
of the company's Sustainability Platform.
Attending COP29 enabled the exchange of
ideas and experiences on climate change,
environmental conservation, and ESG practices,
further establishing BRF as a reference in this
field. Topics such as low-carbon agriculture in
Latin America and the Caribbean, as well as the
importance of collaboration to preserve the
Amazon rainforest in the face of the climate
emergency, were also discussed. BRF and Marfrig
presented their actions to tackle climate change,
promoting more sustainable production based
on strategic pillars such as animal welfare,
natural resources, waste, and packaging.
As a global company, we are committed to
contributing to sustainable development,
spreading and improving our practices, as
well as those of our industry, through network
collaboration. We have formed partnerships with
voluntary initiatives, associations, and industry
organizations, including joining the UN Global
Compact (and the Net Zero Ambition), the SBTi,
the Brazilian GHG Protocol Program,
and the Brazilian Business Council for
Sustainable Development (CEBDS). GRI 2-28
As part of our anti-corruption agenda, we
participate in the "Galvanize the Private
Sector" initiative by the Organisation for
Economic Co-operation and Development
(OECD), helping to spread global best
practices among companies. We are
also active in the Integrity and Corporate
Responsibility Commission of the
International Chamber of Commerce (ICC)
in Brazil and are members of two B20 task
forces, an international business forum that
brings together private sector business
leaders: Sustainable Food Systems &
Agriculture and Integrity and Compliance.
future perspectives
In terms of emissions management,
we have established medium-term (up
to 2032) and long-term (2032-2050)
goals, which will be achieved through
priority action areas that encompass
sustainable grain sourcing, low-carbon
agriculture, energy transition and
efficiency, and operational efficiency.
To reach these goals, we will continue
the constant search for new technologies
and suppliers, monitoring the annual
goals for improving energy efficiency and
investment plans for the coming years,
as well as adopting annual investment
lines to allocate internal resources for
technology updates and the purchase
of more efficient equipment. Our efforts
will also include raising awareness
and providing support to encourage
sustainable agricultural practices and the
fulfillment of socio-environmental criteria.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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3.3 animal welfare GRI 3-3 Animal welfare, FP12
Animals are the foundation of our production
chain, and we have a public commitment to
zero tolerance for mistreatment. Ensuring their
quality of life is a fundamental part of our work,
and to achieve this, we are pioneers in adopting
a comprehensive approach, managing all stages
of animal handling practices in accordance with
the most stringent national and international
standards, with all our slaughter units certified
in animal welfare. SASB FB-MP-410a.3, FB-MP-430a.2
Animal welfare is of utmost importance to BRF,
which, in 2024, began reporting on the subject to
the Executive Management of Animal Health, as
it is understood that this topic is part of the One
Health concept. Within the activities, the area is
dedicated to defining the planning, strategies,
goals, and commitments related to the topic,
being composed of professionals who serve
both domestic and international units. The topic
is linked to the Vice Presidency of Agriculture &
Quality, through the Agricultural, Engineering,
Innovation and Excellence (CIEX) Directorate
and the Operations VP in the CIEX Efficiency,
working matrix-style across the entire company.
In addition to the corporate team, we have
dedicated employees to address the topic
throughout the entire production chain, considering
areas from operations to support functions, as
well as animal welfare officers, professionals
formally trained to implement our commitments.
With the Animal Welfare Program Made
at BRF, we focus on engaging employees
with key performance indicators and public
commitments, which are evaluated monthly by
the area’s management and the Sustainability
department. In addition, the program establishes
guidelines and initiatives that are appropriate to
the reality of the operations, always taking into
account regulatory aspects and best practices.
The obligation to follow animal welfare principles
is clearly stated in the contracts with all partners
and service providers, and in case of non-
compliance, the consequence policy is enforced,
which may lead to contract termination.
certifications in
animal welfare
In 2024, we celebrated the certification
of 100% of our poultry and pork
slaughter units worldwide — achieved
one year ahead of the target set
for compliance with international
animal welfare protocols.
Audits were conducted in slaughter
operations, following the strict criteria
of the American Meat Institute and the
National Chicken Council of the United
States. Additionally, 100% of our turkey
slaughter processes follow the protocol
established by the National Turkey
Federation. Obtaining these certifications
is also a strategic move, enabling us
to meet the specific requirements
of a broader range of customers..
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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In this regard, we maintain collaborations with
universities and research institutions to guide
studies aimed at improving animal welfare and
genetics, in addition to participating in industry-
level discussions on best practices through the
Brazilian Association of Animal Protein (ABPA)
and the International Poultry Council (IPC).
We communicate our animal welfare practices
to consumers through various channels. On
the packaging of the Sadia Bio and Lasagna
product lines, we now highlight the use
of cage-free eggs. Additionally, we share
information through our website, BRF’s YouTube
channel, and social media platforms such
as Facebook, LinkedIn, and Instagram.
animal welfare
in the production chain
All members of our production chain — from
suppliers to business partners — are engaged in
applying our best practices in animal welfare. The
Animal Welfare Program Made at BRF is shared
with integrated producers, who are responsible
for ensuring compliance with its guidelines for
the rearing and development of the animals.
Through our farm monitoring project, we
have strengthened oversight of more than
400 properties, monitoring equipment such
as probes and controls for CO2, ammonia, air
quality, temperature, and humidity. In addition,
to monitor the linear growth of broiler chickens,
we use automated scales that provide data
aligned with the desired growth curve.
Our sanitary control process includes robust
biosecurity programs, vaccination strategies, and
measures to ensure intestinal integrity, all aimed
at promoting better health conditions and animal
welfare.
We source animal-derived raw materials (beef, dairy
products, and industrial-use eggs) from approved
suppliers, who are required to comply with the
animal welfare standards outlined in our Supplier
Code of Conduct. As cattle, fish, and dairy cows
are not part of our production chain, we do not
operate or maintain pastures. SASB FB-MP-160a.2
digitalized agriculture
Our Agro 4.0 Journey made progress in 2024
with the implementation of new features in
the AgroBRF and Next apps, such as action
plan management and sanitary monitoring.
AgroBRF connects integrated producers to
our planning chain, making management and
relationships more efficient, while NextBRF
connects extension agents operating in Brazil
and Turkey, simplifying processes and reducing
time spent on routine operational activities. This
enables greater interaction with information about
integrated batches and facilitates the diagnosis
of potential losses in the production process.
The Produtor app offers real-time information
on productivity, feed delivery, animal housing
and collection, as well as compensation
data. Currently, the platform is used by
10,000 producers in Brazil and Turkey,
promoting digital inclusion in rural areas.
Through IoT, we perform monitoring in poultry
houses, tracking environmental conditions, as
well as water and feed consumption in broiler
farms, in real time. In addition, we collect data
on the poultry’s weight through sampling,
which is analyzed by AI to accurately predict the
average weight progression of the broilers. In
2024, we entered a new phase of the project,
expanding the scale sensors to further enhance
the management and efficiency of the poultry
houses, providing better results and greater
accuracy in controlling critical parameters.
We are analyzing technology projects aimed
at reducing animal stress, labor costs, and
facilitating management practices.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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production chain: poultry
Space for movement: following European
guidelines, we have set the maximum density of 39
kg/m² for housing poultry in both our own facilities
and those of our integrated partners. Around 42%
of the broiler chickens raised at BRF globally are
slaughtered with a density of less than 30 kg/m².
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 sold
are considered cage-free. SASB FB-MP-410a.2
Feeding: broiler chickens and turkeys have
free access to water and feed formulated
by nutritionists according to the needs
of each stage of development.
Adequate temperature: we maintain
thermal comfort for the poultry through
specific equipment and record the daily
maximum and minimum temperatures and
humidity levels for control and monitoring.
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, in each farming system.
Respect for regional criteria: we respect the
specific cultural, religious and market demands of
our clients and certifications.
Physical changes: broiler chickens, turkeys, and
breeding hens do not undergo physical alterations
during their life. GRI FP10
Transportation: we follow the guidelines of the
Corporate Live Cargo Transport Committee for
the transportation of turkeys, broiler chickens, and
swine. In poultry transportation, we made progress
throughout the year by increasing the use of cages
with anti-opening locks, with trips scheduled to
preferably not exceed 4 hours.
Assessment and management: we assess all
animals as soon as they arrive at the facility, and the
management is carried out by professionals trained
in animal welfare.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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production chain: swine
Assessment and management: we assess all
animals as soon as they arrive at the facility, and
the management is carried out by professionals
trained in animal welfare.
Freedom in facilities: following European
guidelines, all fattening swine have freedom
of movement.
Weaning: the minimum weaning age should be
21 days, with an average age of 25 days.
Castration: we have approximately 0.17% of
cases where surgical castration is necessary,
with all procedures performed under anesthesia.
Around 99.83% of the global male pig population
undergoes immunocastration, eliminating the
need for surgical intervention to castrate the
animals. The goal is that by 2025, 100% of male
swine will be immunocastrated. We do not
perform castration on sow breeders. GRI FP10
Physical changes: no swine undergoes ear
alteration (removal of the notch), and tail docking
is performed within the first three days of life in
100% of the animals raised in BRF's integration
system. This action is necessary to prevent
cannibalism during the growth and fattening
phases. We conducted the first tests with
products developed for analgesia during the
procedure. The results are still under technical
validation for efficiency. GRI FP10
Group gestation: the group gestation system
is mandatory in all our expansion projects,
with the commitment to implement the group
housing system for 100% of the sow breeders
by 2026. In 2024, 57.7% of our production
was free from the use of gestation crates.
SASB FB-MP-410a.1
In live animal transportation, all vehicles
are tracked, monitored, and equipped with
cameras to check the conditions of the driver
and road, in addition to using a fatigue sensor.
Trips are scheduled to preferably not exceed
8 hours for swine. It is important to emphasize
that BRF does not engage in the maritime
transport of live animals, and we are committed
to this practice.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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training
In 2024, we focused on training and raising
awareness among our teams to bring even more
knowledge about animal welfare to all levels of the
company, from corporate to the field, in addition
to assigning working groups in each of our units.
One of the principles of the Made in BRF Animal
Welfare Program is training. Throughout the year,
we trained over 220 'Animal Welfare Officers'
across our entire production chain, including the
agricultural chains, transportation, and humane
slaughter of poultry and swine, covering all units
in Brazil. They are our leaders and technical
references for decision-making on animal care,
facilities, and transportation, having the authority
and autonomy to decide on the best practices.
Another way to train and educate farmers, in
addition to technical visits, is through field days
and also the bimonthly newsletter. Animal welfare
has a dedicated section in every edition, reaching
all rural producers. 100% of the poultry catching
teams and live cargo drivers (eggs, chicks,
piglets, broiler chickens, finishing swine) receive
training in animal welfare so they understand
the impact of their activities on the animals.
In 2024, we also launched the BRF Animal Welfare
Ambassadors program, aiming to enhance, train,
and create a focal point for the theme within
the units. The ambassadors are responsible for
representing and driving initiatives on animal
welfare within their unit across the entire
production segment, strengthening the culture,
creating and sharing related best practices,
engaging teams, and keeping up with innovations
on the topic. In 2024, we held the first meeting
of the ambassadors, where about 30 of them
gathered to discuss best practices, opportunities,
and how to strengthen the animal welfare culture.
assessments
We have also mapped key specific indicators
through our Animal Welfare Compliance Matrix.
This tool takes into account global protocols and
national and international legislation, in a checklist
that includes broiler chicken, turkey, and swine
farming, swine and poultry slaughter processes,
as well as breeding chains for poultry and swine,
along with controls for sanitary aspects, antibiotic
alternatives, and biosafety protocol reviews.
We conduct periodic evaluations of the facilities
to ensure the requirements of the Animal
Welfare Program, having assessed 100% of
the integrated producers of finishing swine
and poultry in 2024. In the internal chain, the
integrated producers are evaluated through
a sampling system, with over 617 evaluations
conducted using this system throughout the year.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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breeding and slaughter practices
Our poultry and swine life cycle procedures are guided by the guidelines of the Made at BRF Animal
Welfare Program, zootechnical parameters, and aligned with international standards such as Global
G.A.P. and Certified Humane.
We monitor welfare indicators such as housing density, number of feeders and drinkers, heating
and/or cooling systems, water quality and availability, nutritional levels, as well as control of humidity,
ventilation, thermal sensation, lighting, and bedding quality.
Our animals are raised following intensive farming practices, where the facilities do not provide access
to outdoor areas and do not include grazing. Currently, 100% of the swine and turkeys slaughtered
are stunned before slaughter. BRF operates a unit responsible for about 1.3% of the company's
slaughter, where the poultry are stunned through controlled atmospheric stunning, employing a
multi-phase system, without inverting live poultry.
animal welfare
made at BRF
Our global Made at BRF Animal Welfare
Program is composed of five domains
that consider the physiological states
of the animals, their 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 – Adequate consumption
of nutritious food, providing
a pleasant experience
• Health – Care that ensures
strength and vitality
• Environment – Good conditions
that provide comfort and safety
• Mental state – Prioritize
comfort, interest, and trust, and
avoid negative experiences
• Behavior – Varied activities
and rewarding challenges
Percentage of species by type of housing GRI FP11
Type of housing %
Turkeys
Chickens
Swine
High Technology¹
3.7
79
0
Medium Technology²
46.8
6.7
0
Mixed Technology ³
2.2
0.2
0
Low Technology⁴
47.3
14.1
0
Collective gestation
Total
Not Applicable
Not Applicable
57.7
Up to 28 days
51.6
Cover and Release
6.1
Individual gestation
Not Applicable
Not Applicable
41.8
¹ High Technology: black vs. silver curtains, without interference from the natural environmental conditions.
² Medium Technology: yellow or blue curtains with negative ventilation/wind tunnel.
³ Mixed Technology: properties that have more than one technology.
⁴ Low Technology: curtains can be opened, taking advantage of the natural environmental conditions.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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environmental enrichment
Environmental enrichment is designed to meet the
behavioral needs of animals, providing comfort
and promoting the exploration and manipulation
of resources through new experiences and,
when possible, experiences similar to those
in nature. This approach allows animals to
express their natural behavior, contributing
to a reduction in the occurrence of negative
behaviors and improving their quality of life.
In broiler chicken farming, we have made progress
in implementing perches, pecking objects, and
platforms in the facilities, as well as in climate-
controlled poultry houses that provide natural
light. This process also involves the gradual
migration of the animals from facilities exposed
to external environmental conditions to high-
tech, fully climate-controlled spaces that offer
greater thermal comfort and enhanced control
of air quality, temperature, and lighting.
The turkey production chain is 100% covered in
terms of environmental enrichment, providing
access to pecking objects and deep litter bedding
ranging from 12 to 18 cm, depending on the
category. For broiler chickens, the bedding depth
is 10 cm. These enrichments allow the animals to
express their natural behavior and are made of
wood shavings and/or rice husks sourced from
approved suppliers. As for swine, 35% of the farms
are equipped with environmental enrichment tools.
nutrition
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
feed also includes exogenous enzymes, as well
as synthetic amino acids – lysine, methionine,
threonine, tryptophan, and valine – to reduce
crude protein content. All this increases the
digestibility of the diet, and improves intestinal
health by minimizing the need for antibiotics.
We employ technologies that enhance digestion,
improve feed conversion (referring to the amount
of feed required to produce one kilogram of animal
protein), and minimize nutrient excretion into
the environment. Proven improvements include
better utilization of phosphorus and energy from
diets through the use of exogenous enzymes
such as phytases, carbohydrases, and proteases.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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biosecurity
and medicines
BRF's biosecurity and animal welfare programs
are designed to maintain sanitary status
and prevent diseases, in addition to using
alternative products to antibiotics, such as
enzymes, eubiotics, and nutraceuticals.
We have a team of veterinarians specialized
in poultry and swine farming who are
responsible for evaluating and coordinating
biosecurity and animal welfare programs.
Their main goal is to prevent diseases and
maintain the sanitary status of the animals.
We are committed to the responsible use
of antibiotics in animal production.
If medication is necessary for the batche, the
prescription will be issued exclusively by a
veterinarian, with the approval of the sanitary
veterinarian, through the issuance of the
veterinary prescription. Only medications
authorized and approved for use by the Animal
Health Management are allowed for use in the
integration. The use of antibiotics follows the
scientific evidence of antimicrobial resistance
in the human population and the classification
of the World Health Organization (WHO) into
the categories of critically important, highly
important, and important.
We do not use hormones or antibiotics to
promote the growth of animals in the poultry
and swine supply, nor in the eggs purchased by
BRF. There is a clear and defined policy for the use
of antibiotics in the global poultry supply chain. All
classes of medications are prohibited from being
used as growth promoters. Antibiotics are used
according to technical usage guidelines (active
ingredient, dose, administration time, withdrawal
period, etc.), and their use must be technically
supported, with diagnosis and laboratory analysis.
Advances in sanitary control
As part of our continuous improvement
process, we promoted in 2024:
1. Establishment of new
vaccination protocols in
the breeding areas and in
the broiler hatchery;
2. Development of initiatives to
evaluate alternative products
to the use of antibiotics;
3. Review of biosecurity
protocols, as well as drills to
strengthen contingency plans for
exotic diseases in the country;
4. Conducting a series of training
sessions to enhance the skills of
animal health teams, focusing on
prevention and the effectiveness of
veterinary health plans.
The inputs used in the breeding of animals
are provided exclusively by BRF, ensuring
proper sanitary management. All medications,
when necessary, are recorded in the batch
monitoring form, and reported 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.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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cost management
related to the use
of medicines
BRF manages the costs related to
the use of medications in the poultry
and swine supply chains. The efficient
management of these costs is crucial to
maintaining competitiveness and financial
sustainability. Medications represent a
portion of operational costs, and the
need to ensure animal health without
compromising sustainability requires a
strategic and well-planned approach. To
ensure alignment with this strategy, the
indicators are discussed and validated
monthly with senior leadership.
Extreme weather conditions, such as
the droughts and floods that occurred
in Brazil in 2024, had a direct impact on
costs and the need for medication use.
Adverse weather events increased the
incidence of diseases, requiring greater
use of medications for disease control
and maintaining animal welfare.
These conditions compromised the quality
and availability of food for the animals,
increasing their vulnerability to diseases.
Floods, for example, can cause sanitation
issues and contamination, also increasing
the need for medical interventions.
These climatic factors, therefore, not only
increase direct medication costs but also
impact logistics and production efficiency.
In 2024, due to the sanitary challenges
faced by Brazilian poultry farming and
prioritizing the health of the poultry, one
of our animal welfare pillars, there was an
increase in antibiotic use in the poultry
supply chain. Specifically, 24% of the
broiler chickens slaughtered at BRF were
medicated, with an annual consumption
of 11.7 mg/kg. SASB FB-MB-260a.1
In the swine supply chain, the annual
medication consumption is 197.9 mg/
kg in drinking water, with antibiotic use
concentrated in the Highly Important
category, according to the World
Organisation for Animal Health (WOAH)
classification. SASB FB-MB-260a.1
We emphasize that the raw materials
sourced from animals treated with
medications contains no antibiotic
residues, as all withdrawal periods
are fully adhered to and monitored
by the Federal Inspection System.
future perspectives
In 2025, we will continue our strategy
of advancing certifications for our
plants, aiming to promote continuous
improvement in animal welfare and
meet the requirements of new clients.
We remain focused on fulfilling our
sustainability commitments with goals
for 2025: to exclusively use cage-free
eggs in our food production globally
and to implement environmental
enrichment across 100% of our
poultry and swine integration.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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3.4 natural resources GRI 3-3 Natural resources
Our goal within this pillar is to promote the
efficient and responsible use of natural resources
across the value chain, including the management
of water, energy, and forest assets. We seek
optimization to reduce our dependence and
invest in innovation through our research and
development area to create solutions that improve
our performance and reduce the impacts of
our activities, as well as waste generation.
The monitoring and progress in our emissions
strategy reflect BRF's commitment to the
preservation of natural resources, essential for the
integrity of the resources and ecosystem services
we rely on. We are also conscious of climate risks
we face, with the tragedy in Rio Grande do Sul in
2024 providing important lessons for our work.
We have a robust environmental management
system, supported by policies on Sustainability
and Health, Safety, and Environment (HSE).
All our operations comply with local regulations,
as well as the guidelines set by ISO 14001 and
the +Excellence programs and Operational
Excellence System (SEO).
We closely monitor effluents, waste, air emissions,
noise, odor, as well as environmental permits and
licenses for all industrial and agricultural units in
Brazil, the United Arab Emirates, and Turkey. The
information we gather is managed through the
Environmental Sustainability Index (ISA), which
achieved a compliance rate of 95.6% in 2024,
showing progress throughout the year.
factory is an example of environmental management
The environmental best practices of our our operation at the Al Wafi plant, located in the KEZAD (Khalifa Economic
Zones Abu Dhabi) economic zone, in Taweelah, Abu Dhabi, in the United Arab Emirates, have been recognized for the
second consecutive year by the Abu Dhabi Environment Agency with the "Green Label Industries" seal. To achieve this,
we excel in meeting four criteria: Efficient management and preservation of natural resources; Pollution reduction
and waste generation minimization; Environmental compliance of facilities; and Environmental innovation.
The actions of the factory are aligned with our Sustainability Plan, such as the 13% reduction in water consumption
across all operations by 2025. To achieve this, we have a closed-loop system at the unit, which includes an industrial
effluent treatment system, reaching potable and reuse levels of over 61,647 m³ for cooling and irrigation. Another
highlight is the conversion of the plant's energy matrix to natural gas, resulting in a reduction of about 25% in
greenhouse gas emissions.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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target to reduce its industrial operation water
consumption by 13% by 2025 (baseline 2020).
We manage water usage through measurements
and improvements in water mapping, and return
95% of the water captured after treatment to the
environment, in compliance with the standards
of the regions where we operate. In 2024,
R$ 21.4 million was invested in water treatment.
The governance of efficient consumption includes
discussion groups at all our units, the involvement
of regional directors in the execution of projects,
and their scalability up to the vice-presidencies.
To achieve the goal of reducing consumption
in our industrial operation by 13% by 2025, we
made investments totaling R$ 16.7 million in 2024.
As a result, we achieved an 11.4% reduction for
the year, following the strategy of seeking water
efficiency through the development of projects
for reuse and recycling whenever possible.
Among the monitoring opportunities, we
identified the potential for improvements
in excess consumption, such as in the dry
cleaning processes at the factories. Our Dois
Vizinhos (PR) unit achieved a 15% reduction in
consumption for this activity, done in partnership
with Ecolab and System Cleaners, resulting in
greater efficiency, automation, and safety for
employees without compromising quality.
Water reuse and recycling are fundamental to
this strategy. In our international plants, about
32% of the water consumed already comes from
Environmental Sustainability Index
The ISA is our indicator that ensures the
maintenance of regulatory-environmental
excellence in our plants. It assesses the situation
of the factories and the adherence percentage
throughout the year to the three components that
make it up: legal requirements (40%), operational
practices (40%), and waste management (20%).
Each year, in pursuit of continuous improvement,
we revisit our processes in order to restart
the analysis of the indicator. To enhance
environmental performance management
Water consumption spans from field activities
(animal husbandry and grain production) to
factory production (converting animals and
raw materials into food). Its use in maternity
facilities, feed production, and slaughterhouses
requires us to follow strict quality standards
based on the regulations of the Ministry of
Agriculture and Livestock, as well as monitoring
the limits set by the usage permits.
We act to promote the rational and responsible
use of natural resources, which are essential to
supply our agricultural and industrial operations.
In terms of water resources, BRF is structured
to manage compliance with the requirements
of the regions where it operates and has set a
water GRI 3-3 Water resources, 303-1, SASB FB-MP-140a.2
through indicators, in 2024, we consolidated
two new indicators: valid environmental
documents and compliance with conditions.
To support management and improve the
quality of the technical evaluation,
we simplified the management of our
software and redefined the parameters.
Throughout the year, the ISA was also
piloted in the Logistics area, in addition
to its application in Agriculture, Industry,
and Grains. For 2025, its application and
monitoring are planned for BRF Pet and
Integration.
3 sustainability platform
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5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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collaboration in water
resource management
BRF has standardized water management
across all production units. This
includes assessing water risk through
the implementation of the water
vulnerability tool to identify units
with water stress and a contingency
plan; water treatment, consumption
ecoefficiency, and wastewater treatment.
In addition, BRF actively participates in
local and regional water management
discussion forums. Since 2020, we have
maintained a Water Steering Committee,
consisting of senior leadership and
technical experts, to expedite the
management of water resources across
our operations. BRF also monitors and
manages the documentation related to
water management within its value chain,
which is integrated into supplier contracts.
BRF is committed to raising awareness
among its partners about the importance of
managing their environmental impacts. This
is done through various initiatives, including
environmental tours on properties, the BRF
Rural magazine for integrated partners, Field
Days, Management Meetings, and other tools.
BRF actively participates in committees such
as those for the Jacutinga and Contíguos
Rivers, Rio do Peixe, Chapecó and Irani, Rio
dos Bois, Rio Arinos, and Rio Paranaíba,
among others, reinforcing its commitment
to water preservation. The company's
constant collaboration in such initiatives
demonstrates its concern not only with the
responsible use of water in its operations
but also with the protection of this crucial
resource for present and future generations.
During committee meetings and
events, essential topics related to water
management are discussed. Topics such
as water usage tariffs, reuse, water rights
licensing, effluent management, efficient
use of treated water, and the preservation
of Permanent Preservation Areas (APPs)
are frequently discussed. Emphasis
is also placed on the restoration and
protection of water sources, as well as
the exchange of best practices adopted
by various Watershed Committees.
a reuse system. In our Brazilian operations,
water reuse and recycling increased from 11%
in 2020 to 20% in 2024, and continue to evolve.
We also highlight the increase in indirect water
reuse, achieved through the application of
treatment technology for the water potabilization
process. The Marau (RS) unit serves as another
example of best practices, with internal efficiency
targets and the entire hydraulic system mapped
out with flow meters and automated dosing. As
a result, we achieved 30% water reuse rate.
Still in Brazil, we are building pipelines to
increase water availability in the Chapecó,
Concórdia, and Capinzal operations.
As a way to participate in discussions and promote
our practices, we are members of the Water
Working Group (GT) of the Brazil Network of the
United Nations Global Compact and follow the
Basin Committees in the regions of our units (see
box below). Already with the production chain, we
communicate the compliance with regulations
through the Business Partner Code of Conduct.
3 sustainability platform
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5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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water management
In 2024, BRF sourced a total of 59,050.16 megaliters
(ML) of water to support its operations. This
figure, which takes into account all the company's
production units, decreased by 1.1% while
production increased by 4.3%, compared to 2020.
Another improvement from 2020 to 2024 was the
11.4% reduction in the water consumption indicator
per ton produced (m³/t). Of the water sourced in
2024, 56,807.572 ML, or 96%, was returned after
being properly treated. Thus, of the total water
sourced, 2,242.58 ML were effectively consumed,
with 380.62 ML in areas of water stress. GRI 303-5
water risk management
The assessment of water risks in the regions
where we operate is crucial for understanding
the specific impacts we generate, as well
as the potential exposure to water supply
shortages at our units. The units identified as
being in water stress areas within the company
include Rio Verde, Chapecó, and Concórdia in
Brazil, and Bandirma and Izmir in Turkey.
We continuously assess our exposure to water
scarcity by analyzing the watersheds in the
regions where our industrial operations are based.
Utilizing the Water Risk Filter tool from the World
Wide Fund for Nature (WWF), recommended by
the CDP, we gain accurate insights into water
vulnerability both within our operations and across
our supply chain. Among the recommendations of
the methodology is the consideration of internal
and external factors to the operation within the
microregion where it is located, as well as aspects
of resource dependency, such as quality, quantity,
regulation, and conflicts over water use. In 2024,
a total of 14,159.93 ML of water were sourced
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
2022
2023
2024
All areas2
Areas of water
stress
All areas
Areas of water
stress
All areas
Areas of water
stress
Surface water3
36,579.76
19,261,483.00
36,963.22
10,941.32
37,728.87
11,580.20
Groundwater
18,974.24
-
18,309.01
2,586.77
19,704.04
2,446.14
Third parties water
-
-
1,571.46
170.01
1,617.24
133.59
Total
55,554.00
19,261,483
56,843.69
13,698.10
59,050.16
14,159.93
¹ Freshwater (1000 mg/l of Total Dissolved Solids).
² Baseline defined in 2020, aligned with natural resource commitments; includes all manufacturing units in Brazil and internationally,
including feed factories. BRF will evaluate the expansion of the content scope for the coming years.
³ Includes water purchased from third parties.
3 sustainability platform
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5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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by production units located in areas with a high
and extremely high level of water vulnerability.
Another important aspect of the tool is the analysis
of the response capacity of water treatment plants
and our production units. To do this, we assign
an exposure score for each of our units and the
necessary preventive and corrective measures
to be taken. The water vulnerability map across
our operations enables us to act efficiently by
comparing risks across them and determining the
necessary investments to be made. These analyses
provide valuable insights, including identifying water
stress events during periods of severe scarcity.
All units have contingency plans in place to mitigate
significant impacts in the event of water scarcity.
Each unit is assigned a target broken down into
cubic meters per ton (m³/ton) to meet the public
commitment of a 13% reduction in the indicator
by 2025, regardless of whether it is located in
a water stress area or not. These targets are
determined based on the production plan for the
current year and consider whether projects will
be implemented throughout the year to reduce
water consumption at each unit. Additionally,
we set an additional challenge for the water
consumption reduction target for those units
that do not have approved projects throughout
the year, to encourage the replication of best
practices that help reduce water consumption.
effluent management
GRI 303-2
We treat 100% of the effluents generated by our
operations, which primarily consist of proteins,
fats, and biodegradable detergents used in the
cleaning process. In doing so, we adhere to the
standards established by environmental legislation
and constantly monitor the water quality of the
rivers where we source water and discharge
treated effluents, considering municipal, state, and
federal regulations. Each unit performs upstream
and downstream analyses of effluent discharge to
ensure that there is no alteration of the receiving
body. Once a year, all effluent-generating units
must conduct a complete analysis of Conama
430 to verify compliance with the legislation.
An internal standard mandates that all units
must strictly follow the monitoring frequency
and parameters specified in their environmental
licenses. In cases where a unit is not subject to
licensing, or if the license does not define specific
monitoring requirements, the standard dictates
that monitoring must still be conducted, along
with the appropriate frequency and parameters.
In 2024, the efficiency of the effluent treatment
plants was certified by external laboratories
accredited by Inmetro. All of our operations are
licensed by environmental agencies, which may
determine monitoring parameters, as is the case
with the production units, which also consider
the minimum required standards. In parallel, we
also verify the compliance with effluent quality
through our ISA indicator. Throughout 2024,
R$ 38.7 million were invested in effluent treatment.
Effluent management
through the Environmental
Sustainability Index
Weekly and monthly analyses of treated
effluents are conducted according to the
conditions of licenses, permits, and internal
standards to meet the requirements and
to contribute to the composition of the ISA
(Environmental Sustainability Index). The
indicator is applicable to all BRF-owned units
(production units, feed factories, hatcheries,
and farms).
To compose the ISA indicator, analyses are
conducted on 100% of our global operations'
final effluent to assess discharge standards (BOD,
COD, phosphorus, nitrogen, among others) as
established by federal, state, and/or municipal
regulations. We have the goal of achieving 100%
compliance in these effluent quality analyses, and
in 2024, we achieved 98.78% compliance for all
effluent discharged (16,580 analyses conducted),
compared to the result of 98.60% in 2023 (20,061
analyses conducted). In 2024, we ended the year
with an average BOD of 23.97 mg/L.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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CAPEX and OPEX related to water management
We have implemented initiatives to promote the efficient use of water
and effective effluent management across our facilities. Our investments
(CAPEX) are focused on improvements in water and effluent management
infrastructure, with the goal of increasing water efficiency in our
operations. In 2024, our CAPEX investments amounted to R$ 7.56 million.
The expenses (OPEX) related to the treatment of influents and effluents
(costs with chemicals for treatment) amounted to R$ 60.09 million.
conservation and
preservation of forests
GRI 304-1
In alignment with our principles and commitments
to Sustainability, we take responsibility for preserving
biodiversity and ensure compliance with legislation
regarding the protection of vegetation, permanent
preservation areas, and legal reserve areas, forest
exploitation, supply of forest raw materials, control
of the origin of forest products, and control and
prevention of forest fires.
In Brazil, we manage 27.63 thousand hectares of
forest assets dedicated to biomass production,
primarily from the reforestation of Eucalyptus and
used for steam generation, reducing greenhouse
gas emissions. Eucalyptus accounts for 90.40% of
our plantations, which also include Pinus (1.12%) and
other species such as araucaria, bamboo, and yerba
mate (0.32%), along with an additional 8.15% of open
land designated for future planting.
Our forest areas are distributed across eight
Brazilian states (Goiás, Mato Grosso, Mato Grosso do
Sul, Minas Gerais, Paraná, Pernambuco, Rio Grande
do Sul, and Santa Catarina) spanning 187 farms, of
which 97 are owned and 90 are leased. Two of the
owned units are within a Conservation Unit, the State
Environmental Protection Area of Escarpa Devoniana,
and another 45 are located within a 10-kilometer
radius of a conservation unit.
Source
2022
2023
2024
Surface water
46,038.68
55,399.81
56,396.18
Municipal collection network
5.78
127.83
263.16
Soil
71.77
166.21
148.23
Total
46,116.23
55,693.85
56,807.57
¹In 2022, there was no reporting of the total effluent discharged from 100% of the units. In 2023, all units
were included within the scope, which is why there was growth from one year to the next. In 2024, there
was an increase compared to 2023 due to the growth in production (3.73%) and water consumption, which
consequently generated a higher volume of effluent. The global data on the volume of effluent generated
in our operations in 2024 were verified by an independent company during the audit of the company's
greenhouse gas emissions inventory.
2023
2024
CAPEX
R$22,541,537.00
R$7,556,869.37
OPEX
R$63,444,000.00
R$60,092,000.00
Total
R$85,985,537.00
R$67,648,869.37
Total volume of discarded water, by source1 (ML) GRI 303-4
Investments and operating expenses
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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The proximity to Priority Areas for Biodiversity
Conservation, defined according to the methodology
set forth by Conabio Deliberation No. 39 of 12/14/2005,
was also studied. Thus, we have:
• 20 units within an area designated as a priority
for conservation with an extremely high level of
biological importance;
• 27 units within an area designated as a priority
for conservation with a very high level of biological
importance;
• 2 units within an area designated as a priority for
conservation with a high level of biological importance;
• 16 units located within a distance of up to 10 km
from a priority conservation area with an extremely
high level of biological importance;
• 37 units located within a distance of up to 10 km
from a priority conservation area with a very high
level of biological importance;
• 5 units located within a distance of up to 10 km
from a priority conservation area with a high level
of biological importance.
In Turkey, we maintain a reforestation
program in partnership with the Aegean
Forest Foundation, having planted 10,000
seedlings in the Aydın Köşk region in 2024.
Over the five years of the program's existence,
we have planted a total of 60,000 saplings in
five different regions of the country.
future perspectives
BRF envisions a future grounded in the
efficient and sustainable management of
natural resources. The company is committed
to surpassing its water consumption
reduction targets and increasing the use of
renewable energy, aiming to exceed the 13%
reduction in water consumption by 2025 and
achieve 100% water reuse by 2030.
To achieve this, BRF works across various
fronts, such as overcoming regulatory
barriers to expand water reuse, diversifying
the energy mix with a focus on
renewable sources, and making
continuous investments in research
and development of new technologies
to optimize resource use. In addition,
the company is intensifying water
and energy governance across all its
units, improving monitoring, managing
key performance indicators, and
seeking innovative solutions, thereby
consolidating its commitment to
environmental sustainability.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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about the report
2 our governance
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ESG highlights
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3.5 waste and packaging
BRF recognizes the importance of the circular
economy and waste management in building
a more sustainable future. We aim to spread
practices of better resource utilization throughout
all stages of food production to society, from the
innovation and design of products and packaging,
to the use of by-products in the industry, the
management of solid waste generated during
operations and post-consumption, as well
as encouraging the valorization of inputs.
Our innovation-driven investment strategy
toward achieving waste circularity gave rise to
BRF Ingredients, a business unit that has been
gaining increasing relevance over the years.
Committed to reusing 100% of by-products such
as bones, viscera, feathers, fat, and blood, BRF
invests in innovative technologies and strategic
partnerships to turn challenges into opportunities,
consolidating our commitment to sustainability
at every stage of the supply chain. GRI 306-2
In 2024, due to the decrease in the amount of
co-products as a result of greater operational
efficiency, we intensified our efforts within BRF
Ingredients, seeking new ways to create value.
One of the highlights was the transformation
of swine mucosa into collagen, a high-value
product with various applications, such as
in the food, pharmaceutical, and cosmetic
industries. The production and sale of heparin,
also produced from swine mucosa, has
become a success story for BRF Ingredients'
strategy, as the product is an essential
anticoagulant in surgical procedures.
Additionally, we expanded our operations
in the production of BioActio Health &
Palatability, a hydrolyzed chicken liver protein.
This functional ingredient has a higher added
value than traditional animal protein meals
and is hypoallergenic. Among the growth
prospects for 2025, also aiming at new
sources of revenue, the division's strategy
includes expanding partnerships, such as in
the production of flavors with Firmenich.
Throughout the year, the total investment in
waste management was R$ 123.3 million.
GRI 3-3 Solid waste and packaging
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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solid waste GRI 306-1, 306-2
Our solid waste management strategy is anchored
in the principles of reduction, recycling, and reuse
of materials throughout the entire value chain,
from suppliers to our own operations, integrated
producers, and post-consumption. Within
operations, we aim to combine cost efficiency with
impact management, also setting goals to reduce
the volume of waste sent to landfills.
Composting is our primary method of final waste
disposal, transforming waste into biofertilizers.
In 2024, 84% of our waste was directed to
composting, recycling, or other recovery
operations.
On both our own and integrated farms, we operate
the Logistics Program for the collection of Animal
Health waste, hazardous waste in the fields, and
in hatcheries. In the administrative operations, we
have implemented waste separation for the proper
disposal of organic waste and other categories
(recyclable and non-recyclable).
To ensure the effectiveness of these processes, we
have implemented standardized procedures and
management tools aligned with our Operational
Excellence System (SEO) and the +Excellence
program, as well as regulatory guidelines that cover
all our activities.
At our units, the Solid Waste Management Plan
and the Health Services Plan define the procedures
for the handling, segregation, collection, sorting,
storage, transportation, and disposal of waste,
ensuring that all stages comply with current
legislation and the best practices established in our
internal programs and standards. We also train
our employees in waste management, including
the practice of the 3 R's (reduce, reuse, recycle)
throughout all production processes.
The external collection, transportation, and disposal
of waste are managed by specialized third-party
companies, governed by a specific contract that
outlines their obligations. The Indirect Materials and
Services Procurement standard and the SEO outline
the rules for hiring and approval, including the
annual on-site environmental audit and monitoring
of critical third-party licenses. Additionally, BRF
has an Emergency Response Plan in place, which
includes a contract with a specialized company for
assistance in the event of spills and leaks.
All waste leaving our units is accompanied by
a Waste Transport Manifest, an invoice, and
their respective Final Disposal Certificates. The
data is stored in the system and in a specific
waste management software, which also stores
information about third-party approvals, ensuring
full traceability of waste disposal.
Based on the system databases, a dashboard
automatically generates indicators and various
information breakdowns for managing data on
waste and the third parties that store, transport,
and dispose of it, providing reliability and efficiency
for the process, reports, and inventories. We
manage monthly the indicators of quantity
generated, percentage sent to landfills, and cost
and revenue from waste disposal.
Waste generated by category in tons GRI 306-3
2022
2023
2024
Hazardous
1,311
1,270
2,298
Non-
hazardous
474,552
527,717
559,038
Total1
475,863
528,987
561,336
1 The total includes data from Brazil, International, and Pet operations,
with the Brazil data coming from the invoices for each waste load
departure. The International and Pet data come from the local controls of
the units.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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Total waste generated according to its classification and destination in tons
GRI 306-4, GRI 306-5
2022
2023
2024
Total 2024
Deviated from
disposal
Hazardous
239.12
303.16
1,235.33
419,441.70
Non-hazardous
371,755.25
437,368.84
418,206.37
Intended for
final disposal
Hazardous
107,162.00
967.08
1,063.01
141,894.55
Non-hazardous
102,796.52
9,347.75
140,831.54
Total
581,952.89
447,986.83
561,336.25
Waste for final disposal, by composition, in tons
GRI 306-4
Composition
2022
2023
2024
Hazardous
1,071.62
967.08
1,063.01
Incineration
-
471.07
481.74
Industrial landfill and autoclaving
1,071.62
495.04
574.87
Others
-
0.97
6.40
Non-hazardous
102,796.52
90,347.74
140,831.54
Incineration
-
-
50,755.26
Incorporation into the soil
-
-
-
Industrial landfill and autoclaving
102,796.52
74,674.15
89,963.03
Others
-
3,896.13
113.25
Total1
103,868.14
91,314.82
141,894.55
1 There is no disposal of waste on site. In all tables, the data do not consider administrative units.
Waste diverted from disposal through recovery operations,
in tons GRI 306-4
Composition
2022
2023
2024
Hazardous
239.12
303.16
1,235.31
Recycling
239.12
230.16
1,142.41
Re-refining
-
-
-
Reuse
-
-
-
Recovery
-
73.00
92.90
On-site storage
-
-
-
Non-hazardous
371,755.17
437,369.54
418,206.38
Recycling
77,291.80
50,609.63
52,535.58
Composting
281,318.67
-
350,399.96
Reuse
13,144.70
21,815.85
15,270.84
Recovery
-
364,944.06
-
Total1
371,994.29
437,962.70
419,441.69
1 There is no on-site waste disposal by the organization. In all tables, data does not include administrative units.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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packaging GRI 301-3, 306-2
Waste management is a challenge shared by
the entire value chain, from its design and
manufacturing to reaching the final consumer
with post-consumption packaging. This way, BRF
strengthens and encourages practices that reduce
the environmental impact of its products, without
compromising excellence in quality and safety. Our
goal is "To have 100% of packaging be recyclable,
reusable, or biodegradable by 2025". We focus
on opportunities to reduce raw material usage
and the weight of plastic and paper packaging, as
well as on final recycling. As a result of this goal,
in 2024, we reached the level of 93% of packaging
being recyclable, reusable, or biodegradable both
nationally and internationally.
Our Research & Development area constantly seeks
more sustainable materials and alternatives to
incorporate into packaging, always aiming to ensure
product safety and quality, while guaranteeing
that there is no risk to consumer health.
We implement sustainable practices throughout
the entire life cycle of packaging, from design
to post-consumption, including: weight
reduction, the adoption of alternative materials
and monomaterials, and FSC certification for
packaging; to post-consumption practices,
such as reverse logistics programs and the
#Reuse program, encouraging the reuse
of margarine container packaging.
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.
In the 2024 report of the platform, which
consolidates activities carried out until 2023,
BRF achieved a total of 39.61 thousand tons
of materials diverted from landfills and dumps
and sent for recycling. This effort involved
improvement actions and management in 434
associations and cooperatives, across 245 cities
in 27 Brazilian states, directly impacting more
than six thousand cooperative members.
In 2024, we continued our commitment to offset
100% of the margarine and butter containers
from Qualy, in partnership with eureciclo, and
included the brands Deline and Sadia Hot Bowls
in the project, totaling 31,766 tons of materials
recovered since 2021. With the start of the
environmental offset for 100% of the post-
consumption packaging of the Hot Bowls and
Mac’N Cheese lines by Sadia, it is expected that
more than 20 million packages will be recycled,
totaling approximately 500 tons of waste per year.
With this packaging offset partnership with
eureciclo, we developed the recycling chain
for polypropylene (PP) plastic nationwide. The
development of cooperatives and recycling
operators in the country generates positive
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
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Materials used in production and packaging1234 (tons) GRI 301-1, SASB FB-PF-410a.1
Material
2022
2023
2024
Aluminum
1,085.47
1,089.41
1,078.19
PS (polystyrene)
1,250.17
1,376.37
1,515.58
HDPE (High Density Polyethylene)
1,101.25
1,182.09
1,288.76
LDPE (Low-Density Polyethylene)
32,705.03
23,526.79
19,471.20
PET (polyethylene terephthalate)
517.90
537.42
348.40
PP (polypropylene)
16,395.77
15,453.15
17,366.84
Others⁵
31,272.05
19,188.18
16,376.47
Reusables
-
1,606.85
542.40
Pallet
13,163.59
19,040.02
12,163.59
PE (Polyethylene)⁶
-
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 2022 to 2024.
4 Refers only to operations in Brazil.
5 Starting in 2023, consumptions grouped under the category "Others" were broken down by material type.
6 Regarding PE, the consumption in 2024 was broken down into HDPE and LDPE.
socio-environmental impacts, enabling different
values for the purchase and utilization of
materials that reach the recycling operation.
Eureciclo partners join a supply chain development
program that spans four levels, from operational
to strategic, which are: basic structuring,
waste mass development and new markets,
training and capacity building of people, and
the evolution of business strategy. As a result,
123 centers are benefited, and 3,609 families
are positively impacted by the actions.
future perspectives
Regarding waste and packaging,
among the growth prospects for
2025, also aiming at new sources of
revenue, one of the main strategies
is the expansion of partnerships,
such as in the production of flavors
with Firmenich, for example.
Furthermore, we will continue to
intensify our efforts within BRF
Ingredients, seeking new ways to
create value, always attentive to
opportunities for reducing raw
material usage and the weight of
plastic and paper packaging, as
well as final recycling.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
2024
table of contents
message from the leadership
awards, recognitions and rankings
about the report
2 our governance
1 BRF: feeding the future
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report
ESG highlights
99
3.6 social impact
BRF considers social responsibility a fundamental
pillar of its business strategy because it believes
that sustainable growth is only possible when
we drive the development of our people and
the communities where we operate, promoting
inclusion, diversity, and social well-being. In this
regard, we are committed to creating value for
society by acting ethically and transparently in all
our operations, aiming to build a fairer and more
sustainable future.
At BRF, we believe social responsibility is a two-way
street, where the company contributes to societal
development while benefiting from a fairer, more
ethical, and sustainable business environment.
Our goal is to positively impact 1.5 million people
globally through transformative actions that
foster dialogue and build relationships based on
trust and respect.
To fulfill this commitment, we invest in various
initiatives and programs that support the
communities where we operate, promote
multiculturalism and diversity in the workplace,
value our employees, and develop a sustainable
supply chain. Learn more about our actions in
People Management and Sustainable Sourcing.
We offer employment opportunities and social
integration for immigrants and refugees in
Brazil through initiatives such as flexibilizing
recruitment processes, ensuring spots in career
development and language programs, and
active listening to understand their real needs
and create action plans. Hiring is carried out in
partnership with organizations such as UNHCR,
UN Migration, and the Acolhida Operation.
In addition, BRF is committed to the Zero
Waste initiative, aiming to eliminate waste
throughout its entire production chain. Every
year, approximately 931 million tons of food
are wasted globally, affecting food security
and generating negative impacts on the use
of resources such as water, energy, and the
increase in carbon emissions. Through process
optimization and resource preservation, we
aim to make our operations more sustainable.
Therefore, we have commitments directly
aligned with reducing losses and waste
throughout the supply chain.
GRI 3-3 Communities surrounding operations, 203-1
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
2024
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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communities and social impact GRI 203-2, 413-1, 413-2
BRF, aware of its responsibility to promote the
development of the communities where it operates,
invests in initiatives aimed at strengthening
socioeconomic inclusion and well-being, with a
focus on areas such as crisis support, professional
training, and inclusion. We have development
programs based on the needs of local communities
in 65.11% of our units, and through the BRF
Institute, we aim to strategically direct social
investments, acting as an accelerator of positive
social impact and partnering with various
organizations.
Understanding the indirect economic impacts
allows us to advance a long-term sustainability
agenda, identifying opportunities and specific needs
of municipalities regarding territorial development.
Beyond our business, the presence of our units
contributes to expanding job opportunities,
attracting new businesses and potential suppliers,
drawing investments in infrastructure, and driving
impactful actions in leisure and education.
In this way, we expand our relationship with local
stakeholders, also contributing to the definition and
implementation of public policies that can ensure
the reach and effectiveness of the social benefits
involved. We provide formal mechanisms for
complaints and grievances from local communities
at all of our units and conduct environmental
impact assessments and continuous monitoring.
We are also attentive to potential negative impacts,
including regions where integrated producers and
third parties operate, such as unplanned municipal
growth, effects on road infrastructure, shared use
of natural resources, exposure to migratory flows,
and risks of child and adolescent sexual exploitation
on highways with higher truck traffic.
In 2024, we conducted a pilot Social Impact Analysis
of our operations at the Rio Verde (GO) unit. The
process engaged various stakeholders to identify
the key positive and negative impacts associated
with the unit. The opportunities for strategic actions
are being addressed in a specific action plan to be
worked on throughout 2025. GRI 2-25
Also during the year, the BRF Institute conducted
a socioterritorial diagnosis in partnership with
Instituto Elos, in Lucas do Rio Verde (MT), where
it was possible to identify BRF's impacts and the
community's perception of the company's presence
in the region.
3 sustainability platform
annexes
5 digital transformation and innovation
4 quality
6 people management and health and safety
2024
3.1 sustainable sourcing
3.2 climate change
3.3 animal welfare
3.4 natural resources
3.5 waste and packaging
3.6 social impact
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+Juntos pelo Sul
(+Together for
the South)
Phase 1
• R$ 6 million in
funds raised;
• 93 tons of protein;
• 2 tons of non-
perishable food;
• 9 thousand
meals;
• 20 tons of dog
and cat food.
BRF Institute
The BRF Institute, a Public Interest Civil Society Organization
(OSCIP), is BRF's social arm, responsible for coordinating the
company's social impact investments and projects. Aiming
to promote more just and sustainable communities, the
Institute acts as an accelerator of positive social impact,
driving initiatives in the "Food that Transforms" and
"Education for the Future" areas, and managing the BRF
Volunteers Program. GRI 203-1
Over its 13 years of operation, the BRF Institute has
impacted the lives of more than 3.6 million people,
mobilized 40,000 volunteers, and carried out over
3,400 social actions in 70 cities across Brazil.
The organization works in partnership with other
civil society organizations, municipalities, startups,
and universities, seeking innovative and effective
solutions to the social challenges of each region.
In 2024, the BRF Institute invested R$4.2 million
in Projects and its Volunteer Program.
One of the social investment principles of the BRF Institute
is conducting a diagnosis of territories with potential to
receive initiatives, considering alignment with the proposed
thematic agenda, identification of community leaders, and
prioritization of locations within each municipality. The
diagnostic process includes the collection and analysis
of secondary data, socioeconomic indicators, and the
mapping of local stakeholders, in order to build a network
of partnerships focused on the sustainability of the
investments. This work is carried out by the technical team
of the BRF Institute in collaboration with the implementing
partners of the invested initiatives. In 2024, the following
municipalities were considered: Lucas do Rio Verde, Rio
Verde, Concórdia, Toledo, Lajeado, and Uberlândia. GRI 413-2
Phase 2: expansion of support actions for the
communities of Vale do Taquari
• + 3,200 books donated to 10 municipal schools in
Lajeado, Estrela, Arroio do Meio, and Cruzeiro do Sul;
• Furniture and appliance kits for 273 families;
• Free psychological support for six months for
families, in partnership with the CAIFCOM Institute;
• Financial contribution to the Sociedade Lajeadense
de Atendimento à Criança e ao Adolescente (SLAN),
which supports children and adolescents in
vulnerable situations.
In 2024, BRF and Marfrig joined forces to support the
victims of the floods in Rio Grande do Sul. Together,
the companies donated food, raised funds for the
Humanitarian Aid Fund of the BRF Institute, and
mobilized volunteers to assist the affected population.
Check out the key figures of our actions for the year:
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3.2 climate change
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3.4 natural resources
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Volunteering is a fundamental pillar of our social
responsibility culture. Through the BRF Volunteers
Program, employees have the opportunity to
dedicate their time and talents to relevant social
causes, positively impacting the communities
where BRF operates.
The initiatives carried out aim to promote social
transformation and leave a lasting legacy for
the regions. To further strengthen the culture of
volunteering, the BRF Institute offers employees
Knowledge Tracks, with online training on topics
such as social impact and community engagement.
IBRF Zero
Waste Challenge
In 2024, the BRF Institute launched
the IBRF Zero Waste Challenge, an
initiative developed in partnership
with the BRF Hub that aims to identify
and support innovative solutions to
reduce food loss and waste in the
communities where we operate.
Open to startups, civil society
organizations, cooperatives, and
non-profit educational institutions,
the Challenge received proposals
in two categories: solutions for
agriculture, focused on reducing
losses in production, and solutions
for communities, focused on
minimizing waste in consumption.
Investments of R$ 400,000 are
planned for the implementation
of the selected solutions, which
will be carried out in six cities with
BRF production units: Lajeado
(RS), Toledo (PR), Lucas do Rio
Verde (MT), Uberlândia (MG), Rio
Verde (GO), and Concórdia (SC).
In addition to financial support,
the selected initiatives will receive
mentorship and the opportunity to
establish partnerships with BRF's
local social impact committees.
The goal is to ensure the effectiveness of the
actions and the engagement of the volunteers.
The BRF Institute is also part of the Brazilian
Business Volunteer Council (CBVE), of which
it has been a member of the Management
Committee since 2022, aiming to promote
the exchange of experiences and the creation
of a network of innovation and collaboration
among various organizations. We believe
that the active participation of employees in
volunteer actions is essential for building a
more just and supportive society.
Food that transforms
The "Food that Transforms" initiative of the BRF Institute
directs its actions towards combating food insecurity and
promoting education on food waste and the full use of food.
Through partnerships with various organizations, we seek
to ensure access to food in the areas where BRF is present,
encouraging entrepreneurship and socioeconomic inclusion
through businesses focused on food.
In 2024, BRF donated more than 200 tons of protein to
social organizations that directly assist people in situations of
social vulnerability. Among the partners of the BRF Institute,
the following stand out: Mesa Brasil, Ronald McDonald
Institute, Casa Hope, SP Invisível, CUFA, Gastromotiva, APAEs
in the municipalities where we are present, among others.
volunteering and corporate citizenship
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3.4 natural resources
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full use of food
in schools
In 2024, the BRF Institute trained 30
school lunch staff members from public
schools in Videira (SC) with a focus on food
reutilization and waste reduction, aiming to
promote more sustainable eating practices
and a more balanced diet in schools.
Carried out in partnership with Senai, the
training included techniques for the full
utilization of food, through simple recipes
that are easily applicable in daily routines.
The initiative is part of the Zero Waste
movement, which aims to minimize food
waste and generate a positive impact
both on the professional practices of the
lunch staff and on their personal lives.
education for the future
Reducing the learning gap, providing professional
training, stimulating entrepreneurship, and
promoting digital education for marginalized
groups are part of this area of action of the BRF
Institute. With the aim of contributing to the
socioeconomic development of communities,
we seek to strengthen public education and
create opportunities for both youth and adults.
In 2024, the program “Our Commitment to
Education – Transforma Initiative” selected
eight startups to implement pilot projects
in six municipalities, impacting more than
four thousand people, including teachers
and students from public schools, with the
aim of contributing to workforce integration
and fostering local entrepreneurs.
Another important initiative is the “Girl Power”
program, which aims to encourage young women
to enter fields with low female representation, such
as mathematics, engineering, and technology.
In 2024, the BRF Institute also offered free
Spanish courses for education, healthcare,
and social assistance professionals in Lucas
do Rio Verde (MT). The training of these
professionals helps to better support the
Latin American immigrant community and
facilitates access to essential services. The
BRF unit in Lucas do Rio Verde (MT) employs
around five thousand employees, of whom
approximately 17% are Venezuelan immigrants.
future perspectives
Regarding our social impact, we have
set the goal of positively impacting
1.5 million people globally through
transformative actions that strengthen
dialogue and build relationships of trust
and respect. To fulfill this commitment,
we will continue investing in various
initiatives and programs that support
the communities where we operate,
promote multiculturalism and diversity
in the workplace, value our employees,
and develop a sustainable supply chain.
Regarding actions to reduce food loss
and waste, investments of R$ 400,000
are planned for the implementation
of solutions in this area.
The initiatives developed by the BRF
Institute drive the generation of positive
social impact in the communities where
the company is present, with social
transformation being integrated into
BRF's business strategy. On this journey,
we continue to invest in innovative
projects and partnerships that can add
value to the development of actions in
the areas of education and food security,
reinforcing our commitment to a more
sustainable and inclusive future.
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participation in associations GRI 2-28
• ABIA (Brazilian Association of the Food Industry)
• ABINPET (Brazilian Association of the Pet
Products Industry)
• ABPA (Brazilian Association of Animal Protein)
• ABRA (Brazilian Association of Animal Recycling)
• ABRASCA (Brazilian Association of Public Companies)
• ACAV (Santa Catarina Poultry Association)
• AGS (Goiana Swine Farmers Association)
• AMAV (Mato Grosso Poultry Association)
• ANACE (National Association of Energy Consumers)
• ANCAT (National Association of Waste Pickers)
• ASBIPS (South Brazilian Swine Products Industry
Association)
• ASGAV (Poultry Association of Rio Grande do Sul)
• AVIMIG (Association of Poultry Farmers of Minas Gerais)
• B20 (G20 Business Group)
• Brazil Saudi Arabia Business Council
• Brazil United Arab Emirates Business Council
• CEBC (Brazil-China Business Council)
• CEBRAJ (Brazil Japan Business Council)
• CEBRI (Brazilian Center for International Relations)
• CEBRICS (BRICS Business Council)
• COMECARNE (Consejo Mexicano de la Carne)
• CNI (National Confederation of Industry)
• CEBRAMEX (Brazil and Mexico Business Council)
• GETAP (Group of Applied Tax Studies)
• IFB (Foodservice Brazil Institute)
• IPC (International Poultry Council)
• Sindiavipar (Union of Poultry Industries of Paraná)
• Sindicarnes – SC (Union of the Meat and Meat
Products Industry of the State of Santa Catarina)
• Sindicarnes – PR (Union of Meat and Meat
Products Industries in the State of PR)
• Sindirações (National Union of the Animal
Feed Industry)
• Sips (Union of Pork Industries of Rio Grande do Sul)
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3.2 climate change
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3.4 natural resources
3.5 waste and packaging
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Material topic: Product safety and quality
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in this chapter:
quality management
BRF quality system
product responsibility
satisfaction of clients and customers
quality
For 90 years, we have been committed to delivering
products of the highest quality, from farm to
table. Quality is embedded in our processes,
throughout the supply chain, and in the daily work
of our employees, all aimed at creating value for
our customers. That’s why quality is also a key
foundation of our BRF+ efficiency program, driving
us to continually improve our practices.
As a result, our quality indicators improved
in 2024, increased customer and consumer
satisfaction, with a 40% rise in the Customer NPS
across the Commercial and Logistics journeys.
We manage and monitor complaints and
our microbiological safety performance,
working with multidisciplinary teams to
identify opportunities for improvement,
promote, and encourage the continuous
enhancement of our processes and products.
Our responsibility with products goes beyond food
safety. We want to offer products with high sensory
quality that meet our consumers' expectations in
taste, appearance, and texture. To achieve this,
continuous consumer studies are conducted, along
with sensory evaluations at all production units, to
ensure quality and repeat purchases.
We have an internal policy for governance on
this topic across the company, which defines the
application of standards and the mitigation of
related risks. We rely on independent, internal,
and external audits that support us in continuous
improvement. Internal audits are conducted
annually and focus on process adherence to legal
requirements and client and certification standards,
while the external audits are responsible for
certifying our compliance with the international
standards of the Global Food Safety Initiative (GFSI).
Quality management guidelines
• Identify the sequence of necessary processes.
• Use criteria and methods to ensure that
the operation and control are effective.
• Ensure the availability of resources and
information necessary to support the
operation and monitoring of processes.
• Performs process monitoring, measurement
and analysis.
• Implements actions necessary to achieve
planned results and continuous improvement
of processes.
GRI 3-3 Product Quality and Safety
quality
management
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This system establishes corporate documents
that standardize process parameters related to
quality across the company's various sectors.
In addition to prerequisite programs such as
Good Manufacturing Practices (GMP), Standard
Operating Sanitation Procedure (SSOP), Sanitation
Standard Operating Procedure (SOP), Water
Supply, Pest Control, Traceability, among others,
all production units have an implemented HACCP
(Hazard Analysis and Critical Control Points) plan.
This plan consists of assessing potential hazards
that may exist in each production process and
establishing control measures to prevent and/
or mitigate the negative impacts these hazards
may cause, such as complaints, recalls, etc.
With the aim of promoting continuous
improvement of the system, internal and external
audits are carried out. Internal audits assess the
adherence of BRF's internal processes to legal
requirements and customer and certification
standards, occurring annually based on risk
assessment, and are conducted independently
by Corporate Quality. External audits certify that
the processes adopted by the company and BRF's
quality management system are in accordance with
internationally recognized standards. BRF's units
hold certifications in quality and food safety such
as BRC, IFS, and FSSC 22000.
supply
and quality
The quality of a product starts with the
acquisition of the materials that will
be used in it. The prior evaluation and
approval of suppliers offer advantages
such as mitigating risks to food safety
and low delivery performance, as well
as preventing the supply of products
from companies that do not meet BRF's
minimum requirements.
The supplier approval system by quality
is based on the criticality of the materials
to be supplied and can be done through
self-assessment questionnaires, BRF
audits, third-party audits on behalf
of BRF, certifications recognized by
the GFSI, and audits using the IFS
Progress (Food and PACSecure) Program
Checklist. In this regard, we encourage
our suppliers to join the IFS Progress
program and seek certification as they
evolve their processes, streamlining
the approval process and bringing
more reliability to the system.
The BRF Quality System is our model that
standardizes food production, taking into account
sanitary, legal, and sensory criteria, as well as the
processes at our production units. The units are
also certified in quality and food safety by BRCGS,
IFS, FSSC 22000, Global-GAP, Certified Humane, and
ISO 17025.
We also rely on excellence programs that
reinforce compliance with standards throughout
the entire production chain, such as the
Operational Excellence System (SEO) and Ideal
Store. Complementing this process, we are
externally audited by clients and markets,
as well as by the Ministry of Agriculture,
Livestock and Supply (Mapa) and the National
Health Surveillance Agency (Anvisa).
BRF has implemented a Quality
Management System to ensure:
• Commitment to food
quality and safety;
• Priority in meeting legal
requirements;
• Satisfaction of customers.
BRF quality system
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product responsibility
To ensure the quality and safety of our products
at the production units, we use tools such as
the HACCP plan (Hazard Analysis and Critical
Control Points), which maps microbiological,
physical, and chemical risks, as well as their
severity and likelihood of occurrence, and the
measures to be taken to mitigate these risks.
In 2024, we assessed the health and safety
impacts of 100% of our product portfolio,
with a total of 33 cases of non-conformities
identified during the year. GRI 416-1, 416-2
Independent, external, and internal audits
identify non-conformities based on the
continuous improvement guidelines of our
quality system. In 2024, we did not issue
any product recalls. SASB FB-MP-250a.3
We carry out food safety certification audits and
apply corrective actions. Compared to 2023,
there was a reduction in major non-conformities,
with only one identified at the Dois Vizinhos
(PR) plant, which was properly addressed and
verified by the certifying body, demonstrating
greater adherence to food safety requirements.
Also in this regard, in 2024, 98% of our suppliers
were validated through food safety certification
programs. SASB FB-MP-250a.1, FB-MP-250a.2
qualifications
for export
As part of the expansion strategy into
new markets, we obtained 84 new export
qualifications in 2024, including in the
United Kingdom, Southeast Asia, the Middle
East, and Africa. In addition, we began
operations in three more countries: the
United States, East Timor, and Azerbaijan.
This move contributes to the sustainability of
the business, as it allows for greater production
diversification in the factories and opportunities
related to local consumption, by adapting
the products we export to the realities of
different cultures, which creates more value
and fosters customer loyalty in new markets.
To this end, investments were made in efficiency
at the Toledo (PR) plant for the export of fresh
chicken protein to the United Kingdom and at
the Campos Novos (SC) plant for the export
of pork to the United States, for example.
The process of qualifying plants for trading
with international markets involves technical
preparation with the demonstration of specific
quality requirements for each country. In this
regard, we have adopted best practices from
Marfrig in plant qualification to improve our
procedures and ensure continued compliance
with the requirements of each country.
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recall system
FB-MP-250a.3
At BRF, we have a system that ensures
the blocking, recall, and withdrawal
of products in order to prevent the
commercialization of food that may pose
a risk to consumer health, be in violation
of legislation, and/or cause damage to the
company's reputation. Our premise is the
development and maintenance of Self-
Control Programs in all our units, along
with training for all our process leaders
and employees involved in monitoring and
verification.
If the real need for a product withdrawal/
recall is identified, a special situations
committee (multifunctional), which
will validate the scope of the action, is
established quickly and immediately.
Monthly, traceability/recall drills are
conducted to test the procedures and
reinforce the company's reliability with
teams prepared to act in crisis situations.
These simulations are completed within
up to four hours, which reinforces
our commitment to the agility and
security of information. In 2024, there
were no recorded cases of recall.
nutrition and health
We offer consumers worldwide a diverse and
balanced portfolio, primarily based on protein,
providing essential macro and micronutrients
for human health. We present a portfolio with
fresh and processed animal protein, as well as
alternative proteins and options with different
nutritional densities to meet consumers'
needs in their daily meal preparation.
Our Nutritional Guidelines are based on the
pillars of the Access to Nutrition Initiative (ATNI),
addressing seven key areas, such as access
to protein nutritional sources, continuous
improvement of formulations, marketing, and
labeling. In this regard, we also have a discussion
agenda with the Ministry of Agriculture and
Livestock through the Brazilian Association of
Animal Protein on nutritional strategy and the
importance of protein consumption in Brazil.
In partnership with the Brazilian Association of Food
Industries (Abia), we work towards healthiness, with
our technical team committed to reducing sodium,
sugar, and fat levels in some of our products,
without affecting the consumer experience.
use of GMOs
BRF provides ingredients and products with or
without Genetically Modified Organisms (GMO),
with the appropriate information provided to
consumers, in accordance with the regulations of
each market in which we operate.
We believe in innovation as an ally in expanding
the supply of food, and we demand safety
verifications and certifications in our chain.
Studies from regulatory agencies, such as the
National Technical Commission on Biosafety
(CTNBio) in Brazil and the European Food Safety
Authority (EFSA) in Europe, have analyzed the
production of GMOs and derived ingredients,
concluding that they are safe for human
consumption.
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market bans
FB-MP-250a.4
BRF is dedicated to ensuring food safety and the
continuity of its operations in the global market,
adopting all necessary measures to avoid trade
restrictions. In response to a Newcastle disease
outbreak in Brazil, the company implemented a
series of strategic actions to minimize impacts,
maintaining its commitment to biosecurity and
strict control in the affected areas.
The Ministry of Agriculture and Livestock (MAPA)
created a zoosanitary emergency area and
implemented strict control and surveillance
measures within a 10-kilometer radius of the
affected area to prevent the spread of the disease.
The Brazilian Federal Government also imposed a
preventive ban on the sale of chicken meat, eggs,
and other poultry products to over 40 countries,
including China, European Union members,
Argentina, and Japan. After containing the outbreak,
Brazil lifted the trade restrictions and resumed
poultry exports in August 2024; however, there are
still restrictions on the state of Rio Grande do Sul for
China.
As a contingency measure, BRF strengthened the
biosecurity protocols established in the regions
where it operates, specifically in Rio Grande do
Sul, maintaining a routine of sanitary monitoring
of flocks, poultry movement restrictions, and close
oversight of the technical team in the region. The
company established a specific vaccination program
for the units, as well as conducted a series of
training sessions and alignments with producers
and technical teams, reinforcing our commitment to
biosecurity.
As part of our continuous improvement process,
we made significant progress in adopting the
regionalization model for blockades, with a
highlight on the growing adoption of new countries,
driven by collaboration with institutional and sector
partners. This model, similar to the one adopted
in the United States, limits the export ban to the
affected state in the case of specific outbreaks,
resulting in a considerably smaller impact on BRF's
business and the Brazilian poultry sector as a whole.
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marketing, labeling
and communication
GRI 417-1
We monitor trends and changes in consumption,
such as advancements in the sustainability agenda,
which require communication and transparency.
Our focus is on using innovation to provide more
knowledge for decision-making at the time of
purchase.
The new nutritional labeling from Anvisa (RDC
429/2020 and IN 75/2020), in effect since 2022,
mandates the use of front warning labels for
products with high levels of added sugars, saturated
fats, and sodium. About 70% of BRF's products do
not have these labels due to not containing added
sugars, following the reformulation guidelines
and nutritional transparency required by Brazilian
legislation. GRI FP6
In 2024, we completed the adjustment of all
products in our portfolio in compliance with the
new nutritional labeling legislation, which provides
greater clarity regarding nutrient information.
We have a registration and labeling department
focused on monitoring legal requirements and
mandatory information, such as safe product use,
handling, storage, nutritional table, and ingredient
list, among others.
Our products include the identification of the
manufacturer’s name and address, as well as a
list of components – ingredients and additives
when used – and information on the presence of
allergens. We also indicate when cooking and/or
preparation prior to consumption is required.
Regarding additional information, we have
specific market certification seals, such as on Halal
products, indicating their production within Islamic
standards, as well as details about organic foods
and animal welfare.
The Quality and Research and Development
departments are responsible for the approval
of inputs, raw materials, and packaging
used. We conduct audits during outsourced
manufacturing processes to ensure compliance
with regulations and sensory aspects. Recyclable
packaging includes specifications regarding its
category and disposal methods, in accordance
with the ABNT NBR 13230 standard.
In 2024, we had no cases of non-compliance
regarding product and service labeling
information resulting in fines, and we also
recorded no cases of non-compliance related
to marketing communication. GRI 417-2, 417-3
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The service for demands is humanized and
individualized, and we are committed to
ensuring a positive experience with agility
in resolving each case, acting in compliance
with the Consumer Protection Code. To this
end, we invest in technologies that enable
multichannel support, with a virtual assistant,
service through portals, WhatsApp, and
social media, complementing the phone line,
email, and Contact Us on our website.
Through the Consumer Service (SAC) in Brazil, we
recorded around 130,000 interactions in 2024,
including compliments, suggestions, inquiries,
and complaints. The complaint handling process
involves the registration of the complaint by the
customer service team, which is then forwarded to
the responsible department for a response. After
investigation and resolution of the issue, feedback
is provided to the customer/consumer, and the
case is closed. We monitor the quality of the
services provided by the SAC, such as resolution
time, quality of handling, the courtesy of the
attendant, among others, through NPS surveys,
which guide process improvement actions. GRI 2-25
We have built a story of trust with customers
and consumers in Brazil and around the
world, who recognize the quality and prefer
our brands. To achieve this, we act ethically
and transparently, constantly investing in
improving the experience in processes and
delivery until consumption at the table.
We value the delivery of the recognized sensory
quality of our products, and to ensure this,
we use various tools to guarantee consumer
satisfaction, such as continuous surveys with
target audiences, daily sensory evaluations at
production units, as well as feedback captured
through customer service channels.
In addition to product quality, we also focus on
building strong relationships with clients and
consumers, both through customer service
channels and in commercial and logistical relations.
Our relationship channels are available to
businesses, processors, distributors, retailers,
and end consumers to improve our products and
services and understand the needs of the markets.
satisfaction of
clients and customers
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We have completed the implementation of the
customer journey for complaint management
across BRF with the automation and integration of
customer service and relationship management
workflows in Turkey to our global CRM platform.
This has provided us with increased agility,
transparency, and visibility in the complaint cycle
across our 16,000 direct clients, focusing on the
journey and resolution of cases. We have also
eliminated manual tasks by connecting workflows
with task assignments on the platform.
Customer's NPS
We have a structured Customer Experience
Program, integrated across all direct touchpoints
with clients and consumers, aimed at increasing
their loyalty to the company. In addition to the
Customer Service Center (SAC), we proactively
collect feedback each month through the NPS
survey and monitor the quality of services
provided in the commercial and logistics
relationship across different sales channels,
taking swift action to address reported
opportunities and preserve our relationships.
In 2024, we achieved a 40% increase in NPS
across key channels, with some journeys even
reaching the excellence zone, with scores
above 75. This reflects our commitment to
earning customer loyalty and strengthening
our position as a business partner, ensuring the
long-term sustainability of our operations.
Through a robust system, we send a survey to our
customer base using a simple NPS scale from 0 to 10.
Scores of 9 and 10 help us identify the strengths of
our business, while scores from 0 to 6 highlight areas
for improvement. In such cases, tickets are generated
for the responsible areas to take direct action with
the customer. This information base enables us to
act strategically and systemically to continuously
improve our services and increase customer loyalty.
BRF+ 2.0 is directly linked to this achievement,
with efficiency driving greater integration between
departments throughout the production and
product delivery processes, in addition to our
investments in communication and innovation
aimed at ensuring a customer-centric experience.
Responding swiftly to society’s demands, in
a responsible and sustainable manner, is our
commitment to remaining relevant to consumers.
Developments and achievements (2023 x 2024)¹
NPS Customers Route
• Best historical result. NPS Route
in the zone of excellence
• 45% increase in feedback received
• 112% increase in the number
of satisfied customers due
to “commercial service”
• 61% reduction in dissatisfied
customers due to logistics issues
related to delivery time/schedule
NPS Customers AS and FSE
• Exit of AS Receiving from the critical zone
to the improvement zone
• 42% reduction in dissatisfied
customers due to logistical reason
"delivery time"
• Commercial journey reaching the quality
zone with historical NPS results
• 184% increase in feedback received
¹ The customers comprising the BRF's NPS belong to three groups: Route: 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 several stores (few clients with huge purchasing potential); FSE (Strategic Food Service):
Transformative global clients (large chains).
4 quality
2024
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5 digital transformation and innovation
awards, recognitions and rankings
3 sustainability platform
about the report
2 our governance
1 BRF: feeding the future
6 people management and health and safety
annexes
integrated
report
ESG highlights
114
Open Innovation
BRF's open innovation agenda, primarily
channeled through the BRF Hub, has been
essential to our commitment to enhancing
the quality of our processes and the food
we produce. The Hub connects BRF with the
innovation ecosystem, seeking solutions for
our challenges and fostering a culture of
innovation internally. It functions as an open
innovation platform, linking BRF to startups,
entrepreneurs, universities, research centers,
and other strategic partners, accelerating the
development of solutions that generate new
processes, applications, and result in greater
efficiency for the company.
An important milestone in this process was
BRF's entry into Cubo Itaú in 2024. Cubo is one
of the largest innovation hubs in Latin America
and provides an environment conducive to
collaboration and the development of new
ideas. BRF's participation in Cubo allows us to
access a diverse network of startups, mentors,
and investors, as well as participate in events,
workshops, and acceleration programs. This
immersion in the innovation ecosystem allows
BRF to identify trends, test new technologies,
and develop solutions more quickly and
efficiently.
Internally, we also have the BRF Garage and
the Innovation Scouts Program, focused
on intrapreneurship among our 100,000
employees. In addition, we have the following
in-house innovation spaces:
• BRF Innovation Center (BIC): houses
the Research & Development (R&D)
department, regulatory, and quality, serving
as a space for experiments, studies, and
co-creations aimed at improving production
process efficiency and strengthening
the company's competitiveness.
• Digital Lab: promotes the development of
disruptive technologies to accelerate BRF's
digital transformation, seeking solutions to
improve the efficiency and sustainability of
processes while keeping the company at the
forefront of innovation in the food sector.
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115
5
digital
transformation
and innovation
116
2024
integrated
report
digital journey
initiatives by area
in this chapter:
116
Each year, we make significant progress in
our Digital Transformation Journey, achieving
important milestones that reflect continuous
innovation and evolution across various fronts.
In 2024, we led more than 40 technology
initiatives carried out across the entire BRF
chain. Through automation, digitization, and
the adoption of advanced technologies such as
artificial intelligence (AI) and generative AI, we
have been able to contribute to our operations
reaching new levels of efficiency and performance,
aligned with our efficiency plan, BRF+ 2.0.
As we scale technologies like AI, we are advancing
in Governance. Through our Data and Artificial
Intelligence Center of Excellence (CoE), we
have implemented a monitoring platform
to ensure compliance with regulations.
Our internal policy defines guidelines for the use of
AI, risk categorization, and the responsibilities of the
Cybersecurity, Architecture, and Data departments,
Agro
90% of integrated
producers within
the BRF Agro App
Industry
Automation of
maintenance and
installation of
over 2.9 thousand
preventive sensors
that detect failures
Commodities
Agility and efficiency in
grain traceability with
the implementation of
the virtual assistant Yuri
as well as preliminary assessments before the
implementation of solutions. These actions,
along with data governance and training
initiatives, enable us to make more precise
decisions aligned with BRF's strategic objectives.
We are on a growing trajectory of cloud
adoption. Currently, 80% of our applications are
run in the cloud, which provides us with much
In the Data
Intelligence area, we
have accelerated our
journey, with robust
platforms combined
with the growing
use of AI, where
decision-making is
increasingly driven by
analysis and insights.
digital journey
Logistics
Automation of processes
such as route planning and
real-time fleet monitoring
Commercial
Launch of the Central BRF app and
partnerships with marketplaces
Halal
Automation of 100% of customer
service and relationship management
workflows in Turkey
People
Evolution of the People Portal into
a global platform and the HR virtual
assistant Flor into a generative version
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initiatives by area
agro
In our Agro journey, the AgroBRF apps have
integrated more than 8,400 producers in
Brazil and Turkey, enabling them to sell their
grains directly to BRF. These apps connect the
field to the digital world, providing integrated
producers with more efficient and sustainable
management of their agricultural production.
The NextBRF app connects all extension agents
(in Brazil and Turkey), reducing the time spent
on operational tasks, simplifying processes, and
enabling more interaction with lot information,
in addition to facilitating the identification of
potential losses in the production process.
Through IAgo, the agricultural AI assistant that
uses generative artificial intelligence, we empower
extension agents in the field by answering
questions and providing useful information,
promoting the harmonization of knowledge among
extension agents and reducing the learning curve.
IAgo uses a knowledge base composed of manuals,
regulations, and other relevant documents
to provide accurate and helpful answers.
BRF has also implemented sensor technology in
the farms, using IoT and smart sensors to monitor
variables in real time, such as animal weight,
feed and water consumption, and environmental
conditions like temperature, humidity, and CO2
levels. In 2024, we consolidated the adoption
and implementation of the technology. In a
new phase of the project, we will advance with
the implementation of scale sensors within
the company, aiming to further improve the
management and efficiency of the poultry
farms, providing better results and greater
accuracy in controlling critical parameters.
more dynamism, along with gains in efficiency
and agility in delivering solutions. With the
transition to S/4 HANA with RISE, we will achieve
the complete migration of our ERP to the cloud.
To foster an environment conducive to innovation,
we highlight the Digital LAB, an area dedicated
to this theme. In synergy with our efficiency
plan, the Digital LAB conducted a total of 29
experiments in 2024. The execution of these
experiments was supported by strategic partners,
including 20 startups and six bigtechs.
In addition, eight experiments were conducted
internally, exploring disruptive technologies
such as computer vision, AI and Generative AI,
Internet of Things (IoT), and immersive reality.
More than 30 Discovery sessions were held,
with the participation of 31 areas of BRF. The
techniques and methods applied in the workshops
were crucial for developing new ideas, tackling
challenges, and planning practical actions.
We believe that the integration of talent, data,
and technology is essential to generate a
substantial competitive advantage. To strengthen
our digital strategy, we also invest in Change
Management to facilitate employees' adaptation
to new processes and technologies, aligned with
the vision that innovation fosters a culture that
values collaboration and collective commitment.
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industry
BRF's digital journey in industrial units has been
driven by the adoption of innovative technologies
that enhance operational efficiency and the quality
of our production processes. We are constantly
seeking to reduce downtime on production lines,
optimize resource utilization, and improve safety
and compliance with environmental regulations.
We have evolved industrial maintenance with
Analytics, which automates and eliminates
manual tasks, improving the management of
expenses related to maintenance, utilities, and
load handling. In addition, we have implemented
intelligent systems in various plants for real-time
logistics
In logistics, we focus on maximizing the
efficiency of operations, positively impacting
key indicators such as OTIF, Fill Rate, Idle Time,
Occupancy, Returns, Freight Cost, and Service
Level. Through process automation and the
integration of advanced technologies, we are
optimizing the management of our logistics chain,
with solutions ranging from planning and route
optimization to real-time monitoring of our fleet.
We updated our Automated Distribution
Centers to ensure safe and efficient operations.
Additionally, we improved storage and shipping
processes for products with variable weights,
using data collectors and portable printers.
monitoring of critical equipment and processes,
using sensors and artificial intelligence to
detect failures early and optimize preventive
maintenance. In 2024, we installed more than
2,900 sensors, reinforcing our commitment
to innovation and operational efficiency.
In swine production, we installed scales at
different stages of the process to weigh
animals, carcasses, and raw materials. The
data collected generates detailed reports
on performance at each stage, contributing
to the efficiency results of BRF+ 2.0.
This speeds up the correct separation of boxes,
ensuring accuracy and customer satisfaction
in both domestic and international markets.
In the Transportation Management System
(TMS) project, we evolved the platform and
automated processes to optimize freight costs
and improve service levels in primary logistics.
Our Logistics 4.0 platform, Onelog, incorporated
new features such as daily governance and
automated start and end of trip processes.
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commodities
Tracking the grain supply chain is a priority in our Net
Zero Commitment, and the Commodities 4.0 Journey
has been key to achieving it. In 2024, we made
significant progress in traceability, digitalization,
process optimization, advanced analytics, and
geospatial monitoring. These advancements
positively impacted key business indicators, such as
direct purchases from producers and ESG traceability
of direct and indirect suppliers.
The implementation of the virtual assistant Yuri
brought significant improvements in the traceability
of grains in our supply chain, increasing the agility
and efficiency of socio-environmental analyses of
our business partners. With the evolution of these
technologies, we have achieved 100% traceability
and socio-environmental monitoring of both direct
and indirect suppliers in the Brazilian biomes.
In addition, we created a specialized platform
for the note exchange process to digitize, track,
and further strengthen this grain logistics
operation. Learn more in Sustainable Sourcing.
Another innovation was a model to support
the market intelligence process, focused on
managing our suppliers' portfolio, based on
data from the Grain Purchase app database.
This way, we have, for example, a broader
view of commodity purchasing opportunities,
contributing to more accurate decision-making
and reducing production-related costs.
commercial
Central BRF is the digital platform that brings us
closer to our customers, offering a practical and
efficient way to access the company's entire product
portfolio. Available 24 hours a day, seven days a
week, the online store makes it easy to supply items
from all brands and categories, such as poultry,
pork, ready meals, cold cuts, sausages, breaded
products, and desserts. The platform was designed
to provide a simple and efficient experience, with
intuitive navigation and direct access to innovations
and new releases that meet market needs.
With Central BRF, customers can replenish their
stock quickly and securely, with a guarantee of
quality and food safety.
In 2024, we enhanced the purchasing experience
and customer relationship by implementing
a proprietary app for Central BRF, along with
several improvements and partnerships with
marketplaces to expand our digital presence.
Tina, the virtual assistant for the Commercial
department, made significant progress in 2024.
The solution provides daily, personalized support
for managers, supervisors, and salespeople,
offering visibility of results, identifying and directing
opportunities through artificial intelligence, as
well as standardizing and automating processes.
With an adoption rate of over 96% and more than
250,000 monthly accesses, the tool's most frequent
users achieved a 10% increase in their variable sales
compensation.
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Halal
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.
In 2024, 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.
We are making progress in our digital
transformation journey in Logistics in Turkey,
focused on smart management that maximizes
processes, reduces risks and costs, and
ensures safety and excellence throughout the
production chain. We implemented a solution
capable of managing field conditions by
monitoring road conditions in real time, driver
behaviors, route adherence, heat tracking,
and preventive actions for losses, providing
us with better visibility through a real-time
Control Tower for the entire operation.
This initiative was implemented across our
entire Agro fleet, covering 45 data categories
(including entry/exit of geofencing, speeding,
seatbelt violations, driver distraction, and
mobile phone usage) that generate insights
through the use of AI and help ensure our
Occupational Safety and Health standards,
promoting a safe and efficient operation.
The customer service and relationship
management workflows in Turkey have
been 100% automated and integrated
into BRF's global CRM platform. In 2024,
the CRM Phase 2 project was implemented,
bringing more agility, transparency, and
visibility to the customer feedback cycle. It
eliminated manual tasks, connected workflows
with automation and task assignments on
the platform, now available to manage the
universe of 30,000 clients, with traceability,
quick resolution handling, and operational
efficiency, focusing on the customer journey
and issue resolution. This initiative marks
an important milestone by completing the
implementation of the customer journey
for managing feedback across all of BRF.
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employee journey
BRF recognizes the importance of its employees
in building an increasingly strong and innovative
company. Therefore, it continuously invests in
digital solutions that enhance the work journey,
from the moment of hiring to professional
development. New features were implemented that
contributed to a significant reduction of 16,000
hours in operational activities over the year.
The digital platform Flor do RH, for example, acts as
a virtual assistant, answering questions, providing
information about benefits, and assisting with
processes such as submitting medical certificates.
It also uses artificial intelligence to support the
approval of medical procedures for our health
plan. In 2024, Flor evolved into a generative
version, capable of answering more complex
questions and offering personalized guidance on
career, development, and even compensation.
In 2024, the People Portal became a global
platform, made available to all employees in five
languages. We recorded over 15 million accesses
for self-service, requests, and consultations on
registration data, benefits, payments, vacations,
time tracking, and performance. Our Talent Site,
which includes the Candidate Portal and Job
Listings, received over three million visits and
500,000 applications throughout the year.
Technology has also been essential in promoting
the inclusion of foreign employees. BRF provides
multi-language HR platforms, translated
materials, and a translator operator at units with
the highest number of foreign employees.
Our investments in safety include the
implementation of solutions such as fatigue
cameras in trucks, AI for accident prediction,
and telematics for vehicle monitoring. These
initiatives, along with the ongoing agenda of
training and awareness programs, strengthen
the culture of prevention and well-being,
contribute to accident reduction, and help
create a safer work environment for everyone.
tech internship:
innovation and
inclusion
In 2024, BRF launched the Tech Internship
Program, exclusively aimed at people with
disabilities (PWDs). The initiative aimed
to integrate young talents from the fields
of Information Technology, Computer
Science, and Software Engineering,
promoting inclusion in the digital
environment and driving technological
innovation within the company.
In addition to developing technical skills, the
program also reinforced BRF's commitment
to diversity, creating an accessible and
inclusive professional growth space for all.
excellence
with people
Our continuous evolution journey in
people was recognized at the SAP
Customer Excellence Awards. We
secured first place in the Human Capital
Management category, reinforcing
our focus on digital transformation.
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AI journey: driving
innovation from the field to the table
BRF heavily invests in artificial intelligence
and data science to drive innovation and
efficiency across all areas of the business.
The strategic adoption of AI in our processes
is a key pillar for innovation, efficiency, and
competitiveness, with positive impacts on
productivity and sustainability in the sector.
In addition, building a robust data foundation
and emphasizing data governance are
essential to support well-founded, accurate,
and assertive decision-making.
The use of AI for predicting corn prices, for
example, allows the company to determine
the best time to purchase the grain,
positively impacting production costs.
In the agribusiness sector, AI is used to
predict the weight of chickens based on data
collected by sensors in connected poultry
farms, optimizing the timing for chicken
harvesting and meeting market demands
with greater accuracy.
In the constant pursuit of innovation and
in partnership with startups, we conduct
experiments with cutting-edge technologies,
such as chick sexing through image
recognition. This not only reduces costs but
also serves as an alternative to the challenge
of labor shortages for specific tasks.
In the industry, we have automated
production recording using label reading
and image capture of finished products
and raw materials, optimizing inventory
control. Artificial intelligence helps
identify and record unread products,
ensuring accuracy and efficiency.
In logistics, artificial intelligence is
used to maximize vehicle utilization
and reduce freight costs in primary
logistics. Based on historical cargo
movement data, the optimizer designs
the best routes, aiming to maximize the
utilization of the contracted fleet.
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AI also facilitates collaboration between
companies, allowing the sale of our fleet’s
idle capacity, reducing backhaul – returning
with a full load, preventing vehicles from
returning empty to their origin base – and
promoting sustainability and collaboration in
transportation with other major shippers.
In addition, advanced technologies monitor
and manage drivers' attention levels, recording
events in real time and issuing sound alerts for
signs of fatigue, mobile phone use, and other
distractions, thereby promoting greater safety
and efficiency.
Workplace safety also benefits from
predictive systems that foresee risks and
accidents, resulting in a 17% reduction in
the incident rate in 2024. In recruitment,
we use AI to identify and rank candidates,
helping to select those with the profile
most aligned with the position.
We have innovated in the process of
purchasing indirect materials by using
generative AI. The solution allows for
consolidating requests, obtaining quotes
from a larger number of suppliers, evaluating
proposals (considering price, payment terms,
and lead time), and closing the negotiation
with the best offer.
These examples illustrate how AI is transforming
BRF. By integrating technology, data, processes, and
people, and advancing the use of AI, we promote
a collaborative and agile network, increasing
productivity and the sustainable management of
the company, from the field to the table.
BRF is committed to the ethical and responsible
use of AI and data, aiming to generate value
for the business, employees, and society. The
company continues to explore new applications of
these technologies, driving innovation and digital
transformation across all processes.
Evolution in AI assistants
Since 2018, BRF has been investing in the
creation of an ecosystem of intelligent
chatbots to optimize processes and service
in various areas, connecting employees,
clients, consumers, suppliers, and carriers.
In 2024, we took a significant step by
applying Generative AI, transforming
bots like IAgo, EVA 2.0, and Flor do RH
into advanced assistants. Now, they
are able to perform complex analyses
and make decisions independently.
EVA 2.0, for example, has significantly
contributed to training employees on
technological topics, while Flor interprets
complex content, supporting professional
development across various fields. IAgo,
in turn, has been essential in training
field extension agents. This progress has
enhanced the user experience by enabling
more natural and personalized interactions.
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BRF chatbots ecosystem
Flor do RH
HR support and
service execution
3
million
IAgo
Support and training
of field extension
agents
1
thousand
Theo
Support for recruitment
and selection
59
thousand
Sam
Supplies (orders
and service request
creation)
77
thousand
Perdigão+
Marketing actions
of Perdigão brand
39
thousand
Yuri
Socio-environmental
analysis and
consultation of grain
suppliers to meet
socio-environmental
criteria
3.5
thousand
Eva
Digital technology
services assistant
87
thousand
Sophia
BRF
Customer Service
191
thousand
Cristóvão
Primary logistics
209
thousand
BRF Central
Support for the B2B
portal BRF Central
230
thousand
12 chatbots
3.9 million
number of services provided
during the year
Total number of services provided in 2024
Aira
Service and
Facilities Center
40
thousand
Tina
Daily and
personalized support
for salespeople,
supervisors, and
managers
15
thousand
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Material topics: Human rights and labor
relations: Health, safety and well-being
2024
6
people management
and health and
safety
integrated
report
126
in this chapter:
people management
health and safety
people management GRI 3-3 Human rights and labor relations
Our Human Resources initiatives are driven by
a human-centered management approach that
provides the resources for our employees to
develop their potential and careers. We strive
to offer the best work environment for the
more than 100,000 people who make up BRF,
with respect and recognition as the foundation
for our relationships. We have employees from
around 90 nationalities worldwide, with our
official documents available in Portuguese,
English, Spanish, Turkish, French, and Arabic.
In 2024, we hired over 32,000 employees,
motivating us to implement strategic
engagement plans for each area. We also
ensure a humanized onboarding experience
through the Godparents and Godmothers
program, which trains selected employees to
welcome and support new team members.
We are also committed to internal retention actions,
which help us build a learning cycle aimed at valuing
our people and enhancing the technical capacity
of our teams, while respecting the learning curve
and the different stages that shape our business.
Region
2022
2023
2024
M
W
Total
M
W
Total
M
W
Total
Brazil
50,553
38,630
89,183
51,052
38,940
89,992
52,923
40,661
93,584
Mena (including
Turkey)
4,371
2,553
6,924
4,192
2,362
6,554
4,428
2,496
6,924
Latam (except Brazil)
31
12
43
36
12
48
147
36
183
Asia
14
17
31
16
20
36
16
20
36
Europe
17
20
37
13
16
39
7
4
11
Africa
6
3
9
5
4
9
5
4
9
Total
54,992
41,235
96,227
55,314
41,354
96,668
57,526
43,221
100,747
BRF ended 2024 with a total of 100,747
employees, over 93,000 of whom are based in
Brazilian operations.
Our workforce is composed of 43% female
and 57% male employees. Permanent workers
represent 99.4% of our hires, with 624 temporary
Total employees
workers involved in our activities in Brazil.
Approximately 93% of our employees
work full-time. The number of outsourced
employees reached 19,422 in 2024, with
approximately 68% of this total dedicated to
production activities.
our employees GRI 2-7
6 people management and health and safety
2024
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127
people management
Workplace equity is one of our top priorities.
We are committed to acting inclusively by
supporting development, training, and creating
opportunities for all employees, free from
discrimination. We remain mindful of the
potential and real impacts of our business on
employee working conditions, including health
and safety standards, labor attraction and
retention, and issues related to diversity, equity,
and inclusion. GRI 2-23
In the governance of our actions, we are supported
by the Transparency Manual and the Human Rights
and Sustainability policies. The People, Governance,
Organization, and Culture Committee is responsible
for reporting demands to the Board of Directors,
while the Engagement Committees are present in
all units with a local focus, following the guidelines
of our Operational Excellence System (SEO) –
People Pillar.
Number of employees by type of contract
GRI 2-7
Region
Permanent
Temporary
Total
Brazil
92,960
624
93,584
Mena
(including
Turkey)
6,924
-
6,924
Latam
(except
Brazil)
183
-
183
Asia
36
-
36
Europe
11
-
11
Africa
9
-
9
Total
100,123
624
100,747
Number of employees by type of work
schedule GRI 2-7
Region
Full time
Part-time
Total
Brazil
93,481
103
93,584
Mena
(including
Turkey)
6,924
-
6,924
Latam
(except
Brazil)
183
-
183
Asia
36
-
36
Europe
11
-
11
Africa
9
-
9
Total
100,644
103
100,747
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128
BRF + Together
More than just an initiative within BRF+ 2.0,
+Together (+ Juntos in Portuguese)
encourages collaborative behaviors, a
fundamental pillar of our organizational
culture. The result is faster, simpler, and more
efficient processes.
The + Together competencies are:
• Establish strategic partnerships and work
collaboratively to achieve shared goals.
• Build and maintain honest and respectful
relationships with different workgroups.
• Proactively manage the interests
of partners, skillfully balancing the
needs of all parties involved.
employee development
and well-being
In 2024, we focused on attraction, engagement,
and retention, while also working on the
development of our diverse workforce and
reducing absenteeism. We have made progress
in increasing the number of female leaders
(starting at the supervisory level) and remain
committed to achieving our goal of having 30%
women in executive leadership positions (starting
from the executive management level) by 2025.
We combine recruitment processes, skills
development, recognition, and competitive
compensation, in addition to working with
Marfrig, our parent company, to ensure the best
sharing of best practices and efficiency, as well
as talent utilization between the companies.
We offer compensation that complies with the
legislation of the regions where we operate
to all our employees, in addition to having our
compensation policy with fixed and variable
values based on performance indicators.
The pursuit of continuous improvement is
an encouragement for our professionals to
develop both personally and as a team.
Our variable compensation policy is designed
to attract, engage, and retain professionals with
the qualifications, skills, and profile that align
with the business’s needs. Moreover, it aims
to create an appropriate reward and incentive
plan, aligning the short- and long-term strategic
interests of shareholders with the best market
practices and corporate governance. The policy
considers individual goal results, manager
calibration based on performance evaluations,
and other relevant indicators or projects. GRI 2-19
The majority of hires in Brazil follow the current
labor legislation, with direct permanent and
direct temporary contracts, and we do not have
intermittent labor contracts. We have 19,422
outsourced employees1 working in areas such
as animal collection, administrative support,
laundry, forestry management, asset security,
and information technology. The contracted
companies are audited monthly, with the
possibility of contract termination in cases of
severe non-compliance with regulations. GRI 2-8
1 Consolidated as of 12/31/24, considering that this number increases
during the month of December due to the Year-End Operation.
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BRF fully recognizes and respects the right to freely
associate and engage in collective bargaining, as
long as it is exercised ethically, transparently, and
legally. In Brazil and Austria, 100% of our employees
are covered and represented, either by labor unions
in Brazil or by the Chamber of Labor in Austria.
In Brazil, the unionization rate is 32%, while in
Austria, all workers are mandatory members
of the Chamber of Labor. In Turkey, 82.8% of
employees are represented by unions, with 99%
of them being unionized. In other countries where
BRF operates, especially in the Middle East and
Asia, collective bargaining is not common due to
cultural and/or local legislative factors. However, the
company adopts internal policies and guidelines
to ensure the protection of its employees' rights.
Measures taken to support the
right to freedom of association
and collective bargaining
In our operations, all collective agreements are
negotiated with complete transparency and in
compliance with due process, always allowing
unions to consult and deliberate with the
employees they represent. In our operations in
Brazil, employees have the right to freely associate
with unions that represent them, without any
interference or discrimination from the company.
BRF maintains a transparent negotiation
process, clearly communicating the terms
and conditions of collective agreements,
ensuring that all parties involved are well-
informed, ensuring that all collective
agreements comply with labor legislation, and
promoting fair and safe working conditions.
In Austria, collective bargaining agreements are
made between representatives of workers and
employers with transparency and in accordance
with the legislation. All workers, both from
production units and offices, can vote in the
Chamber of Labor elections without interference
from BRF. The company respects the freedom of
association and collective bargaining, following
Austrian laws and international standards,
ensuring that workers can join unions and are
mandatory members of the Chamber of Labor.
BRF ensures transparency in collective
agreements and promotes fair and
safe working conditions.
In Turkey, among the best practices adopted,
a highlight is the guarantee that union
representatives can hold meetings on the
company's premises, with preserved pay, in addition
to providing an appropriate space and resources for
union representatives. The company also ensures
the conduct of training on Industrial Relations,
allowing workers to participate in educational
sessions during working hours.
freedom of association and collective organization
GRI 2-30
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agility in the journey
of recruitment
and selection
Using artificial intelligence and machine
learning, we developed a tool that
analyzes the resumes received and
ranks the candidates best suited to the
requirements of available positions in 1.5
seconds. As a result, up to 2,400 resumes
are read per hour on the platform, which
was developed internally in partnership
with the Technology department and has
already contributed to a 25% reduction
in recruitment time. The tool started
being used in 2024 by the Commercial
department and is expected to be
implemented in other areas of BRF in 2025.
After the initial screening, there is an
interview process with the Human Resources
department and managers. Candidates
who advance to this stage receive support
from Theo, a recruitment and selection
chatbot available to answer questions
via text and audio on WhatsApp.
Since its implementation in 2023, Theo
already has 47,330 users offering
support from enrollment in the system.
turnover
In 2024, we maintained a healthy turnover rate,
compared to the sector, at 27%. We expanded
our employee feedback processes and made
changes in communication, benefits offering, and
engagement actions, such as the BRF Influencers
program, where our employees produce videos
for social media, showcasing their routine at the
company. Additionally, we also promoted training
for managers to better welcome new hires at the
start of their careers, provide mentoring, clarify
doubts, and pay attention to team signals.
We adopted artificial intelligence in the exit
interview processes, with former employees
interacting with a chatbot to help us understand
the improvements to be made, based on a
classification of topics they highlighted.
Turnover1 GRI 401-1
2022
2023
2024
Total employees
96,254
96,668
100,747
By gender
Men
24%
28%
26%
Women
26%
31%
27%
Total
25%
29%
27%
By age group
Under 30
46%
52%
47%
30 to 50 years of age
18%
22%
20%
Over 50
7%
9%
9%
Total
25%
29%
27%
Regional distribution
Brazil
26%
29%
27%
Mena (including Turkey)
19%
26%
22%
Latam (except Brazil)
21%
19%
3%
Asia
19%
28%
6%
Europe
14%
17%
18%
Africa
22%
22%
0%
Total
25%
29%
27%
¹Data from Hercosul and Mogiana were not included.
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training and
capacity-building
GRI 404-2
We promote continuous learning among our
employees by offering programs and scholarships.
In 2024, we offered two thousand scholarships
for undergraduate, postgraduate, and language
courses, with 47% allocated to women. This was
the highest number of scholarships granted in
BRF’s history, reinforcing our commitment to
talent retention and employee engagement.
Through BRF Digital Academy, our learning
platform available to all employees, over
900,000 online courses were completed in
2024. We also promote skill development,
training, and leadership support, with over
68,000 hours of in-person and online activities,
impacting more than four thousand leaders.
In 2024, we trained 73% of our supervisors
through our leadership development initiatives.
One key program, ‘Me, Leading,’ is customized by
department and offers core content applicable to
all leadership levels, with tailored approaches for
each. Participation reached 84% among Operations
leaders and 85% among Agro leaders. The program
is structured around four pillars: self-awareness,
people management, business and results, and
culture. It is divided into three cycles: developing
myself, updating myself, and preparing succession.
Average hours of training per employee by
gender GRI 404-1
2022
2023
2024
Men
31.69
74.90
51.99
Women
27.70
53.03
34.50
Total
29.97
65.47
86.49
Monthly average hours of employee training
by job category GRI 404-1
2022
2023
2024
Operational and sales
29.60
68.45
74.73
Supervisors and
coordinators
55.69
76.48
55.73
Management
21.79
40.94
35.43
Administrative
25.86
41.10
29.62
Executive Board
5.80
7.65
12.10
Total
29.97
65.47
207.61
¹In 2023, data from Hercosul and Mogiana were not included.
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• OSH Academy: It aims to train the
entire company on topics related to
occupational safety and health.
• Commercial Academy: It provides training
to the commercial team in Brazil, focusing
on standardizing sales processes,
merchandising, and BRF's product portfolio.
• Agricultural Academy: Focused 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 the food production process.
• Commodities Academy: Technical
development of the entire commodities
area, with several learning actions.
• Supply Academy: Workshops led by experts to
train and develop projects for the Vice Presidency
of Planning and International Markets.
• 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, including 785 female participants.
• Learning Path: Path aimed at learning focal
points in order to know the methodologies
and development programs used at BRF.
• TLT (Workplace Training): Aimed at
operational positions and with specific
training in activities such as the use of
machinery and agricultural practices.
• Mentors: A development program for
employees to support and guide new hires.
• Develops: Career transition program,
which offers development to employees
who want to work in supervisory,
sales, management positions.
• Focus: A program aimed at developing lead
operators, with 29% female participants.
• 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.
• Educational incentives: Incentives
for the completion of studies at
the undergraduate and graduate
levels to instruct professionals.
educational programs
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We have a High-Performance Cycle that enables
performance evaluations for all administrative
and leadership levels, with the participation of
14,000 professionals and leaders in 2024. We also
developed an Operational Performance Cycle (CPO),
aimed at Operational and Sales employees, which
evaluated 64,993 employees during the year.
The results of the evaluations are reflected in
recognitions (compensation, bonuses, merit,
succession, and internal recruitment). In 2024,
we achieved 100% succession mapping for
Performance assessment and
career development GRI 404-3
By gender
% compliant
Men
99.02%
Women
99.27%
Others
97.56%
Not informed
-
Functional category
Operational and sales
99.89%
Supervisors and coordinators
99.70%
Administrative
99.38%
Management
97.02%
Executive Board
46.30%
Employee NPS
In our second year of measuring employee
satisfaction through the Net Promoter
Score (NPS), we recorded improvements
across all vice presidencies. We achieved
a score of 50, a 25-point increase
compared to 2023, entering the quality
zone (between 50 and 75 points). The
measurement is conducted twice a year,
and we develop action plans focused
on each area to enhance our journey.
engagement
survey
At the beginning of 2024, we conducted
a new engagement survey with 70%
employee participation. The results
showed improvements across all
categories, and we entered the NPS
quality zone, surpassing the benchmark
for high-performance companies.
The survey revealed significant
improvements, with an overall favorability
reaching 86%, eight percentage points
higher compared to the previous year,
and 85% in terms of engagement, a nine-
point increase. Our employees recognize
safety, quality, customer focus, and
diversity as the main attributes of BRF.
To boost engagement, we established
a journey across all vice presidencies,
with discussions with leadership
to develop specific actions for
each area. Additionally, we work
together with the Communications
department to share company results,
fostering a sense of belonging.
leadership for the first time, with 3.6 thousand
employees in the Successor Program,
in addition to 7.4 thousand promotions
and 11 thousand merits granted.
Regarding compensation, BRF's policies
consider a fixed value aligned with
individual performance and market
references, as well as a variable value,
which is defined based on performance
indicators agreed upon with area leaders.
performance evaluation
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profit sharing
The performance-based bonus program
recognizes the performance and dedication
of our employees. It has annual eligibility
rules validated by the union representing
the employees, such as good behavior
and attendance. For the operational to
analyst level employees, the calculation is
based on a percentage of the company's
net profit. For senior employees and top
management, criteria such as performance
evaluation, goal achievement, and the
target value based on fixed and guaranteed
compensation are considered.
diversity, equity and inclusion
Gender distribution at BRF, by job category (%) GRI 405-1
2022
2023
2024
Men
Women
Men
Women
Men
Women
Executive Board
87.18%
12.82%
92.45%
7.55%
93.10%
6.90%
Management
73.41%
26.59%
74.20%
25.80%
74.20%
25.80%
Supervisors and
coordinators
69.64%
30.36%
68.85%
31.15%
68.36%
31.64%
Administrative
48.05%
51.95%
46.82%
53.18%
46.60%
53.40%
Operational
and sales
58.16%
41.84%
57.69%
42.31%
57.59%
42.41%
Total
57.72%
42.28%
57.22%
42.78%
57.10%
42.90%
Diversity, equity, and inclusion are part of BRF's
everyday culture. We focus on four minority
groups: women, people with disabilities, Black
individuals, and foreigners/refugees, being
one of the largest employers of the latter in
Brazil. In 2024, approximately 9,000 foreign
nationals were employed in our operations.
Our efforts are structured around four key areas:
awareness, attraction and retention, career
development, and governance. All of our career
programs include specific positions for minority
groups, and we have a network of over 60 diversity
ambassadors to spread initiatives across our
operations in Brazil. Learn more in Social Impact.
We maintain partnerships with the United Nations
High Commissioner for Refugees (UNHCR) and are
one of the founding companies of the Movement
for Racial Equity (Mover), alongside 50 organizations
from various sectors committed to combating
structural racism and promoting racial equity. BRF
is also in line with the measures required by B3
regarding the election of women to the Board of
Directors or Executive Management. GRI 2-10
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Regarding the LGBTQIA+ community, we
have developed awareness initiatives, such
as during Pride Week, and bring in experts
for discussion circles with employees.
Among the actions by group in 2024, the
following stood out:
Gender equity: Our actions include programs
to boost women's development and increase
their participation in senior leadership, such
as Lead like a Woman, which is in its fourth
edition in Brazil and second edition in other
countries. In this program, we develop our female
employees for career progression through
technical and skills training, mentoring, and
meetings. In 2024, there were 380 participants
in Brazil and 19 abroad, with an NPS of 91.
Women in Focus brings together discussion
groups, promoted by location, and is intended
for all the female employees at BRF. The thematic
meetings featured external guests, such as
speakers and consultants. The initiative had the
participation of over 1,500 women in 2024.
We also promote thematic webinars on gender on
specific dates. On International Women's Day, we
addressed the topic of Impostor Syndrome with
our Brazilian employees and provided an overview
of the global operations. For Mother's Day, the
theme was "The Importance of Building a Fair
and Equal Society." On Father's Day, the theme
was "The Father I Had and the Father I Am."
awareness on female leadership for them
Launched in 2024, the “Among Them” program brings together managers to discuss the
encouragement of women in leadership positions, with the aim of addressing biases and promoting
diversity. The meetings saw the participation of 96 men throughout the year, including a reading of
the book The Danger of a Single Story by author Chimamanda Ngozi Adichie. The NPS was 95.
People with disabilities: With 430 hires and 545
placements in 2024, we reached, for the first time,
a 4% representation of PWDs at BRF. We promoted
exclusive job openings for people with disabilities,
and for four months, we had this exclusivity in
the Vice Presidency of People, Sustainability, and
Technology. We also launched the Tech Internship
2024 program, which is exclusively for people with
disabilities in areas such as Data Science, Cyber
Security, UI/UX, and Telecom. We conducted
an immersion in our units with the Talento
Incluir consultancy to implement action plans
focused on this group. Additionally, we trained
the managers at the Uberlândia unit in Brazilian
Sign Language (Libras), and organized a
collective mentoring session for leaders with
support from our internal diversity team and an
external consultancy.
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Racial equity: We have 53% of employees
identifying as Black or mixed-race individuals,
with 27.5% of them in leadership positions.
In 2024, we launched the Our Color program,
offering mentoring to 30 Black employees from
the Commercial and Operations & Logistics vice
presidencies, with 42% of the participants being
women. We also continue our actions through the
Action program, benefiting 847 employees through
leadership development and offering language
scholarships for Black individuals, with 33% female
participation. In addition to racial equity, BRF is part
of the MOVER commitment, which aims to reach
10,000 Black individuals in leadership positions.
In 2024, we reached 27.48% Black individuals in
leadership positions at BRF and continue working
towards meeting the sectoral commitment.
Foreigners and refugees: We have relaxed the
requirement for diplomas in situations where they
are not necessary for the role and offer financial
assistance for the validation of diplomas from
other countries. We have a specific mentorship
program for foreigners from the moment they join
BRF, as well as a program for translator operators,
to ensure we have a representative in areas with
more than 100 employees speaking a different
language. We also offer language scholarships for
foreigners (in Portuguese) and other languages
for managers, in addition to promoting discussion
groups and including family members in the
company, aiming to expand employability.
foreigners
in Chapecó (SC)
Our Chapecó unit, in Santa
Catarina, employs 1,700 of the
approximately 9,000 migrants
and refugees working at BRF.
Diversity at BRF creates
opportunities for
continuous learning. From
the moment you join,
there is someone ready
to welcome you in your
own language, helping
you understand the
company and navigate
your growth journey”
Caleb Dorce, translator operator
at Chapecó unit in Santa Catarina.
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health and safety GRI 3-3 Safety, health and well-being
At BRF, Safety is a non-negotiable commitment.
We continue to invest in strengthening a culture
of care for life. We have adopted a Health and
Safety Management System (SST) that goes
beyond legal compliance, incorporating best
practices and a focus on continuous improvement.
This includes standards and guidelines for the
prevention and advancement of safety indicators,
both for employees and service providers.
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). Furthermore, in 2024, two of the
company's units, Maurau and Serafina Corrêa,
were certified by ISO 45001, an international
standard that defines the requirements for
occupational health and safety (OHS) management.
The risk management system also includes the
Occupational Risk Management Program, where
the results obtained from the process evaluations
are discussed monthly in the Health and Safety
committees between leadership and technical
areas, prioritized, and addressed. We have health
and safety committees and commissions with
worker representatives in 100% of the units/
manufacturing plants of our global operations.
Ongoing actions are also carried out, such
as: training, strong management of Personal
Protective Equipment (PPE), health and safety
campaigns and communications, diagnostics
and technical support agendas, improvements,
and the dissemination of best practices, among
other areas of work; consistently helping to
improve safety performance indicators.
Global Safety Index
Our Global Safety Index is composed
of the Frequency Rate and the Severity
Rate. In 2024, the Frequency Rate
was 3.98, an indicator that makes
us a benchmark in the industry and
globally among large companies.
Absenteeism among employees
decreased by approximately 20%,
a percentage equivalent to around
600 more people working each day.
In 2024, we implemented nearly 8,000
ergonomic improvements, benefiting
around 79,000 employees.
Over 560 tasks that presented
significant ergonomic risks were
adjusted. At BRF, operations leaders
have annual goals for risk reduction.
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1 Total Recordable Incident Rate (TRIR): 3.98 accidents per million hours worked. In 2023, it was 4.97 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.
Employees and workers covered by an occupational health and safety
management system GRI 403-8
2022
2023
2024
Total Individuals
98,374
99,081
94,788
Individuals covered by the system
98,374
99,081
94,788
Individuals covered by the system, audited internally
91,809
92,369
94,788
%
93.0%
93.23%
100%
Individuals covered by the system, audited or certified by an
external party
91,809
92,369
5,129
%
93%
93.23%
91.7%
Occupational diseases 2024 GRI 403-10
Employees
Workers2
Deaths due to occupational
diseases
0
0
Cases of occupational diseases
of mandatory communication1
2
2
¹ Considering occupational disease cases, musculoskeletal disorders are the most prevalent
and are related to ergonomic risks
² Currently, BRF does not manage occupational diseases with outsourced professionals.
Occupational accidents1 GRI 403-9, SASB-FB-MP-320a.1
2022
2023
2024
Employees
Workers2
Employees
Workers
Employees
Workers
Number of worked hours3
185,478,539
33,216,372
185,823,471
30,426,051
193,632,335
32,296,075
Number of deaths due to work-related injuries4
2
2
0
0
1
1
Number of deaths as a result of work-related injuries
0.01
0.06
0
0
0.005
0.005
Number of serious work-related injuries (excludes deaths)5
23
2
20
0
21
2
Rate of serious work-related injuries (excludes deaths)
0.96
1.35
0.11
0
0.11
0.06
Number of registered occupational injuries (includes deaths)6
1,113
118
986
88
819
80
Rate of work-related injuries
6
3.55
5.31
2.86
4.23
2.48
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BRF's safety risk management is carried out
in compliance with the NBR 14280 standard
and other specific corporate standards. The
injury rate calculation follows the methodology
of the Occupational Safety and Health
Administration (OSHA). The identified risks
are prioritized and discussed monthly. The
goals are monitored by a management system
that measures each stage of progress.
The Risk Management Program (PGR) enables
a systematic process for identifying, assessing,
and treating or mitigating risks present in
the facilities, processes, and activities carried
out at BRF, in accordance with international
risk management standards (ISO 31000).
Within the management system, there is also
the Task Risk Mapping. The results obtained
are discussed every month 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.
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.
Our business relationships are maintained only
with approved suppliers in accordance with
corporate standards, with reputational analysis
and compliance with labor commitments to their
employees. The contract signed between the
parties includes clauses related to maintaining
the health and safety of workers. GRI 403-7
1The 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. Cipa is composed of representatives of employees and the employer and sized according
to table 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.
engagement in
safety GRI 403-4
risk management
of safety GRI 403-2
The Internal Accident Prevention Commission
(Cipa)¹ participates monthly in strategic meetings
with leadership to identify risks and adopt control
measures and accident and incident prevention
methods. The commission has full autonomy to
provide opinions, suggest improvements, and
intervene in processes when a risk is identified.
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, 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
of the company.
Annually, the Management System undergoes
continuous improvement, during which
consultations are made with employees to
contribute to the system's update and ongoing
enhancement.
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innovation in the safety journey
We are increasing investments in technology to
further improve our best practices and reducing
incidents. One example is the accident prediction
model, which uses artificial intelligence to analyze
employee profiles, behavioral data, and accident
and incident history, resulting in a 17% decrease in
the accident frequency rate in 2024. By doing so,
we can identify areas with a higher risk of accidents
and develop targeted actions.
Other initiatives we implemented include the
digitalization of the control and history of Personal
Protective Equipment (PPE) usage, vehicle and
forklift telematics, and the information panel that
generates daily data on Occupational Health
and Safety indicators across all units. In 2024,
we also launched a pilot program in ergonomics,
using artificial intelligence to monitor and analyze
employee movement patterns in real time, with
the aim of preventing injuries and optimizing task
execution.
The entire management of medical certificates is
done digitally through the HR chatbot Flor, which
received over 146,000 documents in 2024. The
initiative ensures efficiency in the processes for the
Health teams and employees, who can quickly and
securely submit and validate medical certificates.
In addition, we use artificial intelligence to assist in
the approval of medical procedures for our health
plan and have created an algorithm to reduce
absenteeism, focused on identifying future cases.
technology for driver safety
Also considering the safety of drivers from partner companies, BRF has fatigue
sensors installed in its fleet of over 7.2 thousand trucks, covering 100% of the
agricultural vehicles and 83% of the refrigerated trucks. They map potential risk
behaviors and issue alerts and safety messages to encourage drivers to take
a rest break. The vehicles also feature a spoken schedule, which highlights the
risks along the route, as well as telematics, which assist in monitoring speed,
identifying and providing support in cases of sudden braking or loss of control.
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training GRI 403-5
In the Occupational Health and Safety
training area, over 1,300 hours of training
were completed in 2024, with 95% of
employees stating, in an internal survey, that
they feel empowered to make decisions in
their daily activities that prioritize safety.
In 2024, we launched a new Accident Investigation
and Analysis training for professionals
and leaders in the form of a web series,
presenting relevant issues in a didactic way
to enhance learning from these events.
BRF promotes training forums, such as the
introduction of the Health and Safety Policy and
the company’s Golden Rules during employee
onboarding, as well as mandatory information
on the use, storage, and maintenance of
Personal Protective Equipment (PPE) and
the Emergency Response Plan (ERP).
All employees are trained to perform their tasks,
and in operational processes, we use the On-the-
Job Training (OJT) methodology, with a specific focus
on the role, covering the operating procedure,
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. BRF also has the Safety
School, an initiative aimed at reinforcing safety
topics already covered in training sessions.
awareness during
the off-season
With the Safe Off-season BRF
campaign, we conducted safety
training, lectures, exams, and
training for over four thousand
truck drivers in seven Brazilian
states. The initiative was developed
during the agricultural production
runoff in the middle of the year, in
the regions where BRF operations
are located, including feed mills,
grain branches, and third-party
warehouse shipping points.
occupational health
GRI 403-3, FB-MP-320a.2
At BRF, employee health prevention in the
workplace is carried out through Occupational
Health Medical Control programs, Respiratory
Protection, and Hearing Conservation, and is
monitored through occupational health indicators.
Our Occupational Health Medical Control Program
monitors the physical, chemical, biological,
ergonomic, and accident risk factors for each
employee, in alignment with the Occupational Risk
Management Program. The Respiratory Protection
Program (PPR) ensures proper protection for
employees through the use of respirators,
complementing collective protection measures
against risks in the workplace.
In 2024, 11 cases of work-related diseases were
recorded. BRF provided support to the affected
employees and is actively working to improve
practices and risk management related to these
issues.
All information is confidential, with medical records
being filed in the Health Services under the custody
of the responsible physician for Occupational
Health Medical Control (PCMSO). Access to the
occupational health management systems is
restricted to the Health team. We do not monitor
occupational disease information for outsourced
professionals.
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health promotion GRI 403-6
BRF employees and their families have access to
health plans with a wide network of accredited
providers, as well as a comprehensive benefits
package with over 20 offerings, covering more
than 165,000 individuals. Among the main
benefits, we highlight daycare assistance,
preventive exams, and access to BRF Health
Centers at the manufacturing units.
We offer free programs, such as Dr. BRF
with telemedicine services and the New SER
program for pregnant employees, which
encourages prenatal care with specialist doctors
and access to necessary exams, promoting
a safe pregnancy. Additionally, we have the
mini-checkup, which allows for preventive
exams based on gender and age group.
In 2024, we launched the mental health
program with the aim of training leaders
to identify the early signs.
Additionally, we run mandatory campaigns
to prevent alcoholism, smoking, and sexually
transmitted infections, and we seek guidance
from the Ministry of Health's campaigns (White
January, Yellow September, Pink October, Blue
November, etc.) to promote our benefits package
focused on health care and disease prevention,
thereby encouraging healthy lifestyle habits.
support spaces
to truck drivers
In 2024, we unveiled two more Driver
Support Rooms on Brazilian highways:
one on BR 251, km 514, in Montes
Claros (MG), and another on Rodovia dos
Imigrantes, km 5, in Cuiabá (MT). These
locations were chosen for their strategic
importance, as they are situated on key
freight routes to the Northeast (BR 251)
and are part of one of the longest routes
in BRF’s travel network (Rodovia dos
Imigrantes).
The initiative aims to promote road
safety awareness campaigns, as well as
provide a rest area for drivers, whether
or not they provide services to BRF. It
includes a kitchen with water, coffee,
refrigerator, and microwave; a bathroom
with a shower; stationary bikes; and
light therapy sessions, a technique to
enhance concentration and alertness.
The other two Driver Support Rooms
from BRF are located in Santa Catarina
(BR-470, km 128, Lontras) and Paraná
(BR 116, km 19.5, Antonina).
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annexes
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144
in this chapter:
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integrated
report
This document, an annual report, covers the period
from January 1 to December 31, 2024, and includes
all of our operations in Brazil and international
markets (such as factories, farms, distribution
centers, innovation hubs, as well as commercial
and corporate offices), which are the same entities
outlined in the Financial Statements.
The sustainability indicators cover a range of topics
across our supply chain, including food quality
and safety, animal welfare, development of our
human capital, actions against climate change,
and responsibility in the value chain. The analysis
of double materiality refers to all our operations in
Brazil and international markets.
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.
about the report GRI 2-2, 2-3, 2-5, 2-14
The economic-financial data is linked to our financial
statements, reported quarterly and annually, and
follows Brazilian standards and the International
Financial Reporting Standards (IFRS), in accordance
with the standards of the Brazilian Securities and
Exchange Commission (CVM) and the U.S. Securities
and Exchange Commission (SEC). Reviews of specific
indicator information and scope variations are
detailed in footnotes.
The data was verified by an independent external
audit, Instituto Totum, and approved by the
Executive Board and the Board of Directors.
Additional market references we consider include
the requirements of indices such as the Corporate
Sustainability Index (ISE) of the Brazilian Stock
Exchange (B3), the Dow Jones Sustainability
Index (DJSI) of the New York Stock Exchange,
and the criteria of the Brazilian Association
of Publicly Traded Companies (Abrasca).
This Integrated Report, including the materiality
chapter, was submitted for approval to the
Executive Committee, the Sustainability Committee,
and the Board of Directors of BRF. The approval
was 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.
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Scope 1
Agricultural
5,642.25
Stationary combustion
116,852.61
Mobile combustion
8,148.26
Fugitive
48,677.51
Land-Use Change
146,604.62
Waste and effluent treatment
93,936.22
419,861.48
Scope 2 – Location based
Power
168,069.34
Steam
26,275.35
194,344.69
Scope 2 – Market based
Power
80,742.17
Steam
26,275.35
107,017.52
Scope 3
Category 1 – Purchased goods and services
2,529,588.87
Category 1 – Purchased goods and services (Animal husbandry)
16,310,073.07
Category 1 – Purchased goods and services (Acquisition of grains and derivatives)
7,643,451.99
Category 2 – Capital Goods
95,258.37
Category 3 – Activities related to fuel and energy
80,429.71
Category 4 – Transportation and distribution
987,541.98
Category 5 – Waste Generated in Operations
115,795.27
Category 6 – Travel
5,899.39
Category 7 – Employee commuting (home-work)
7,719.64
Category 9 – Transportation and distribution: Energy and Fugitive Emissions
589,946.21
Category 10 – Processing of Sold Products
8,466.87
Category 11 – Use of Sold Products
129.42
Category 12 – End-of-Life Treatment of Sold Products
183,539.47
Category 15 – Investments
127.90
28,557,968.17
Total greenhouse gas emissions (tCO2e)
2019
2020
2022
2023
2024
2019x2024 variation
Scope 1 + Scope 2 (Market based)
577,865.60
508,436.69
429,684.48
455,733.73
526,879.00
-9%
GRI contents and other indicators
2024 GHG Emissions Inventory by Category (tCO2e) GRI 305-1, 305-2, 305-3
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Third-party certifications according to international standards in the
food safety management system GRI FP2, FP5
2022
2023
2024
BRC
Brazil (Capinzal, Chapecó, Lajeado –
Minuano unit, Marau, Paranaguá, Toledo,
Vitória de Santo Antão)
Brazil (Capinzal, Chapecó, Lajeado –
Minuano unit, Marau, Paranaguá, Toledo,
Vitória de Santo Antão)
Brazil (Capinzal, Chapecó, Lajeado –
Minuano unit, Marau, Paranaguá, Toledo,
Vitória de Santo Antão)
IFS
Brazil (Concórdia, Dois Vizinhos,
Dourados, Francisco Beltrão, Lajeado –
Minuano unit, Rio Verde, Serafina Corrêa,
Tatuí, Toledo, Uberlândia, Videira)
Brazil (Campos Novos, Concórdia, Dois
Vizinhos, Dourados, Francisco Beltrão,
Lajeado – Minuano unit, Rio Verde, Serafina
Corrêa, Tatuí, Toledo, Uberlândia, Videira)
Brazil (Campos Novos, Concórdia, Dois
Vizinhos, Dourados, Francisco Beltrão, Lajeado,
Lajeado – Minuano unit, Rio Verde, Serafina
Corrêa, Tatuí, Toledo, Uberlândia, Videira)
FSC22000
Turkey (Izmir chicken, Izmir turkey,
Bandirma, and Elazig) United Arab
Emirates (Abu Dhabi – Al Wafi)
Turkey (Izmir chicken, Bandirma, and Elazig)
United Arab Emirates (Abu Dhabi – Al Wafi)
Turkey (Izmir chicken, Bandirma, and Elazig)
United Arab Emirates (Abu Dhabi – Al Wafi)
ISO22000
Saudi Arabia (Joody)
Saudi Arabia (Joody)
Saudi Arabia (Joody)
Additional information
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By type of employment and gender GRI 2-7
2022
2023
2024
Men
Women
Total
Men
Women
Total
Men
Women
Total
Permanent
50,225
38,185
88,410
55,067
41,055
96,512
52,617
40,343
92,960
Temporary
328
445
773
247
299
546
306
318
624
Overseas
4,439
2,605
7,044
4,262
2,414
6,676
4,603
2,560
7,163
Total
54,992
41,235
96,227
55,314
41,354
96,668
57,526
43,221
100,747
By type of contract and gender GRI 2-7
2022
2023
2024
Men
Women
Total
Men
Women
Total
Men
Women
Total
Full time
50,530
38,553
89,047
55,231
41,281
96,512
52,869
40.612
93,481
Part-time
23
86
109
83
73
156
54
49
103
Overseas
4,439
2,605
7,044
4,262
2,414
6,676
4,603
2,560
7,163
Total
54,992
41,235
96,227
55,314
41,354
96,668
57,526
43,221
100,747
Employees GRI 2-7
By type of contract and region GRI 2-7
Brazil
Mena (including Turkey)
Latam (except Brazil)
Asia
Europe
Africa
Total
Permanent
92,960
6,924
183
36
11
9
100,123
Temporary
624
0
0
0
0
0
624
No workload guarantee
0
0
0
0
0
0
0
Full time
93,481
6,924
183
36
11
9
100,644
Part-time
103
0
0
0
0
0
103
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Stakeholder engagement GRI 2-29
We engage with stakeholders through various
channels, including our website, social media,
press outlets, and intranet, promoting clear
communication and active listening to understand
needs and drive continuous improvement. Our
key stakeholders include employees, partners,
suppliers, capital providers, consumers, NGOs,
the media, industry associations, and clients.
Sustainability-related issues are an integral part
of these interactions, ensuring transparency
on our environmental, social, and governance
impacts and results, shared through our
Integrated Report, performance reports, and
market communications. Additionally, our social
initiatives aim to raise awareness and share
knowledge about relevant business-related issues.
Stakeholders
How do we engage with them?
Key impacts and concerns
Employees
Internal communication vehicles and
leaders
Attraction and retaining of employees,
their health and well-being, ethics,
integrity and compliance
Integrated
Extensionists and environmental analysts
Innovation and technology, transparency,
health and safety
Suppliers
Supply, Commodities, Sustainability and
Compliance Areas, contract managers
Product quality and safety, support
for small supplier engagement, ethics,
integrity and compliance
Capital providers
Investor Relations and Sustainability Area
Food safety, supply chain tracking,
human rights and labor relations
Consumers
Website and social media, Press and
Institutional Relations area, BRF Institute
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
and Sustainability area
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, product
quality and safety, food healthiness
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Financial implications and other risks and opportunities due to climate change GRI-201-2
Risk or Opportunity
Description/
Classification
Description of impact associated with the risk or opportunity
Methods used to manage the risk or opportunity
Risk:
Water scarcity due to
meteorological droughts
Physical
BRF's production process is heavily dependent on natural resources,
particularly water. Prolonged periods of drought can affect water
availability and its quality conditions, resulting in additional costs for
proper treatment and supply.
We invest in water efficiency programs to increase water reuse and reduce consumption
through continuous improvements in production processes. In addition, we maintain
contingency plans for situations where water scarcity cannot be avoided, ensuring the
continuity of supply and production stability. We use the Water Risk Filter tool from the
World Wide Fund for Nature (WWF) to identify the most vulnerable industrial units and
develop specific action plans to reduce their exposure to water risk.
Risk:
Dependency on the
Agricultural Supply Chain
Physical
The company's operations are highly dependent on the agricultural
supply chain, especially on agricultural commodities (soy, corn, wheat,
among others) that are used as the base for animal feed.
The physical risks related to changes in temperature and precipitation
patterns (including droughts, frosts, heatwaves, floods, among others)
can have adverse impacts on the crops of these commodities, such
as unavailability and price volatility, affecting the company's costs and
operational results.
A combination of market strategies and environmental monitoring is adopted to mitigate
climate impacts, supported by a robust commercial intelligence governance structure
that conducts daily analyses and weekly alignments with managers to optimize purchases
and ensure effective decisions, which are reported monthly to the leadership. The Market
Intelligence area continuously monitors the agricultural market, considering climatic factors,
supply and demand, and government policies, in addition to having a field team to collect
data directly from the producing regions. The company also maintains stockpiles in various
regions, mitigating supply risks in the event of crop failures, and diversifies its inputs by using
alternatives to corn and soybean meal, such as sorghum, DDG, and wheat.
In 2024, approximately R$ 4.9 million were invested in market reports and analyses to
support these initiatives and ensure more accurate decisions.
Risk:
Changes
in temperature
Physical
Changes in average temperature have the potential to negatively
impact animal welfare, affecting their thermal comfort and causing
stress. This can result in higher costs to ensure animal welfare,
as well as increase the risks of mortality, loss of certifications,
and, consequently, affect access to external markets.
To address this risk, 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.
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Risk or Opportunity
Description/
Classification
Description of impact associated with the risk or opportunity
Methods used to manage the risk or opportunity
Risk:
Change in precipitation
pattern
Physical
Changes in precipitation patterns can affect both the supply and the costs
of acquiring electricity. In Brazil, the energy matrix is largely dependent on
hydroelectric plants, which, despite their low environmental impact, rely
on adequate water levels in reservoirs to operate efficiently. A reduction
in precipitation, therefore, can compromise electricity generation, leading
to the need to rely on thermal sources, which have higher costs and
environmental impact, thereby increasing the company’s operational costs
and vulnerability to fluctuations in the energy market.
The company aims to reduce its exposure to the risk of energy scarcity and electricity price
volatility by diversifying its energy sources and entering into long-term contracts (PPAs)
to ensure the supply of 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 100% of electricity consumption from renewable
sources by 2030. To increase its share in the country's renewable energy matrix expansion
and reduce exposure to thermoelectric generation, BRF directed investments towards self-
production energy plants. In 2024, R$ 137.2 million were allocated to a wind farm.
Risk:
Carbon pricing
mechanisms
Transition
To meet its emissions reduction targets set in the Nationally Determined
Contributions (NDCs), the countries where BRF operates are considering
the adoption of carbon taxes and/or other carbon pricing mechanisms.
In Brazil, for example, the Brazilian Emissions Trading System (SBCE) was
created in December 2024, a cap-and-trade carbon market that will be
regulated in the coming years. BRF continuously monitors this scenario,
aiming to anticipate and implement the necessary adjustments to adapt
to these changes.
The financial impacts of carbon pricing on our operations vary depending on the
mechanism adopted. We preliminarily estimate that the minimum value would be US$
40 per ton, according to the World Bank, and the maximum would be US$ 147 per ton,
according to the OECD. Based on our Scope 1 and 2 emissions in 2020, the financial
impacts could range between R$ 100 million and R$ 400 million per year. To mitigate
this risk, BRF has a climate strategy with science-based targets to reduce emissions
and minimize exposure to pricing costs. The company also has a mitigation plan with
a Marginal Abatement Cost (MAC) Curve to prioritize emission reduction projects.
Opportunity:
International agreements
Transition
Our investment in a solid and consistent climate strategy, including the
adoption of voluntary science-based targets validated by the SBTi, has
the potential to become a benchmark for potential sectoral agreements,
contributing to increasing the competitiveness of our products,
particularly in international markets
To capitalize on this opportunity, BRF has committed to becoming net zero by 2050, with this
target endorsed by the SBTi. The commitment includes a target of reducing greenhouse gas
emissions from Scope 1 and 2 by 51% by 2032, based on the year 2020, already incorporating
FLAG emissions. 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 energy, as well as operational efficiency, including projects
to improve effluent treatment in its operation, energy efficiency, optimization of the cold
generation system, among others.
Opportunity:
Taxes and regulations
on fuels/energy
Transition
The increase in energy and fuel costs encourages the use of renewable
and unconventional sources, thus improving the environmental
performance of operations.
The company aims to reduce its exposure to the risk of energy scarcity and electricity price
volatility by diversifying its energy sources and entering into long-term contracts (PPAs)
to ensure the supply of 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 100% of electricity consumption from renewable
sources by 2030. To increase its share in the country's renewable energy matrix expansion
and reduce exposure to thermoelectric generation, BRF directed investments towards self-
production energy plants. In 2024, R$ 137.2 million were allocated to a wind farm.
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New hires and employee turnover GRI 401-1
Hiring by gender1
2022
2023
2024
Number
%
Number
%
Number
%
Female
11,247
27%
12,710
34%
15,087
35%
Male
12,634
23%
15,627
31%
18,038
31%
Total
23,881
25%
28,337
33%
33,125
33%
1 Number of hires divided by headcount.
Contracting by age group3
2022
2023
2024
Number
%
Number
%
Number
%
Under 30
14,384
48%
18,805
64%
18,798
63%
30 to 50 years of age
9,017
16%
11,825
22%
13,061
23%
Over 50
480
5%
971
74%
1,266
9%
Total
25,603
26%
31,601
33%
33,125
33%
3 The percentages represent the total number of hires in relation to the composition of employees in each category.
Turnover by gender2
2022
2023
2024
Number
%
Number
%
Number
%
Female
11,116
NA
12,710
NA
11,836
27%
Male
15,912
NA
15,627
NA
15,100
26%
Total
27,028
NA
28,337
NA
26,936
27%
2 NA = Not avaiable
Hiring by region
2022
2023
2024
Number
%
Number
%
Number
%
Asia
9
44%
16
44%
7
19%
Africa
4
29%
2
22%
2
22%
Europe
8
22%
3
10%
0
0%
Latam (except Brazil)
9
21%
13
23%
11
6%
Brazil
22,456
25%
29,987
31%
31,042
33%
Mena (including
Turkey)
1,395
20%
1,714
26%
2,063
30%
Total
23,881
25%
31,601
33%
33,125
33%
Turnover per age group
2022
2023
2024
Number
%
Number
%
Number
%
Under 30
14,662
NA
18,805
NA
14,143
47%
30 to 50 years of age
11,985
NA
11,825
NA
11.472
20%
Over 50
1,086
NA
971
NA
1,321
9%
Total
27,733
NA
31,601
NA
26,936
27%
This page presents the total hires in each category, with percentages representing the
proportion of these hires relative to the headcount for the period.
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Turnover by region1 2
2022
2023
2024
Number
%
Number
%
Number
%
Brazil
26,191
NA
29,987
31%
25,385
27%
Mena (including
Turkey)
1,477
NA
1,714
26%
1,542
22%
Asia
40
NA
16
44%
2
6%
Europe
7
NA
3
10%
2
18%
Brazil
26,191
NA
29,987
31%
25,385
27%
Africa
3
NA
2
22%
0
0%
Total
27,733
NA
31,601
33%
26,936
27%
1 NA = Not available
2 The percentages presented represent the number of terminations relative to the headcount
for the period.
Turnover by seniority
Position
Africa
Asia
Brazil
Europe
Latam
Mena
Directors
-
-
4.18%
-
-
-
Managers
-
-
8.92%
-
-
8.37%
Coordinators
-
-
10.37%
-
-
5.34%
Other leaders
-
-
14-90
-
-
10.49%
Other
Employees
-
7.50%
28,27%
24.74%
12.99%
23.81%
Average monthly hours of employee
training in the year, by gender GRI 404-1
Female
34.5
Male
51.99
Total
86.49
New hires and employee turnover GRI 401-1
Monthly average hours of employee
training by job category GRI 404-1
Executive Board
12,1
Management
35.43
Supervisors and coordinators
55.73
Administrative
29.62
Operational and sales
74.73
Total
207.61
Maternity/paternity leave GRI 401-3
Female
Male
Total
Employees entitled to leave
41,354
55,313
96,667
Employees who took leave
2,134
1,726
3,860
Employees who returned to work
after leave
1,959
1,726
3,685
Employees who returned to work after
leave and remained employed 12 months
after return
1,125
1,360
2.485
Return to work rates of employees who
took leave
92%
100%
95%
Retention rates
52%
73%
62%
(continuation)
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Ratio of basic salary and compensation of women to men1 GRI-405-2
2022
2023
2024
Total Compensation
Executive Board
0.99
0.63
0.88%
Management
0.99
0.95
0.94%
Supervisors and coordinators
1
0.97
0.98%
Administrative
0.86
0.84
0.84%
Operational and sales
0.85
0.74
0.75%
Total
0.75
0.74%
¹Data Brazil. Does not include CEO, Vice Presidents and Officers.
Individuals within governance bodies by age group (%)
2022
2023
2024
Under 30
0
0
6.67%
Between 30 and 50
30.40%
19.05%
6.67%
Over 50
69.57%
80.95%
86.67%
Individuals within the governing bodies by gender (%)
2022
2023
2024
Female
13.04
14.29
20
Male
86.96
85.71
80
¹We consider governance body professionals to include all statutory staff and board members.
Percentage of food produced
in operational units certified by an
independent organization in food safety
standards GRI FP5
2022
2023
2024
47.6%
48.1%
57%
Diversity of governance¹ bodies and employees GRI 405-1
Other emissions
Emissions of substances that deplete the ozone
layer (ODS) in tCFC-11 equivalent GRI 305-6
2022
2023
2024
Total ODS Produced
1,365
810
739
Atmospheric Emissions¹²³, tons GRI 305-7
2022
2023
2024
NOₓ
1,264.82
879.34
1,379.48
SOₓ
160.53
135.44
38.16
Hazardous air pollutants
(HAP)
0
0
0
Particulate Matter (PM)
2,776.13
1,351.46
1,374.80
Carbon monoxide
6,153.26
2,870.61
3,494.20
1 Emissions calculated based on the operation of the company's fixed sources (steam generation)
during the year 2024 and the respective monitoring analyses of their emissions (such as PM,
SOx, NOx, CO), conducted by an external laboratory accredited by INMETRO (direct emission
measurement), in accordance with applicable environmental legislation regarding monitoring
frequency and legal compliance limits for each parameter to be monitored, as per the
characteristics of the emission source.
2 Increase in NOx, PM, and CO in 2024 compared to 2023, due to higher steam generation and/or
lower efficiency in emission control systems, primarily in RVE, CNC, FBL, DVZ, and TOL.
3 Reduction in SOx due to improvements in the emission control system, primarily in VSA, MRU, LJD,
and CPZ.
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GRI content summary
GRI Standard
Content
Location
Omission
GRI Sectoral
Standard Ref
No.
SDG
Global
Compact
Requirement(s)
omitted
Reason
Explanation
GRI 2: General Disclosures 2021
The organization
and its reporting
practices
2-1 Organization details
10 and 13
2-2 Entities included in the organization's
sustainability report
145
2-3 Reporting period, frequency and contact point
3 and 145
2-4 Restatements of information
140
2-5 External assurance
145
All GRI Disclosures in this report
were assured by the Instituto Totum
Activities and
workers
2-6 Activities, value chain and other business
relationships
10, 12, 13, 17, 18 and 19
3
2-7 Employees
127, 128 and 148
2-8 Workers who are not employees
129
8 and 10
Governance
2-9 Governance structure and composition
26 and 27
2-10 Nomination and selection of the highest
governance body
27, 28 and 135
2-11 Chair of the highest governance body
27
2-12 Role of the highest governance body in
overseeing the management of impacts
41 and 48
2-13 Delegation of responsibility for
managing impacts
48
5, 16
Declaration of use
BRF reported in compliance with the GRI Standards for the period between January 1 and December 31, 2024
GRI 1 used
GRI 1: Foundation 2021
Applicable GRI Sectoral Standard(s)
FP Food Sector Supplement
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Content
Location
Omission
GRI Sectoral
Standard Ref
No.
SDG
Global
Compact
Requirement(s)
omitted
Reason
Explanation
Governance
2-14 Role of the highest governance body in
sustainability reporting
145
16
2-15 Conflicts of interest
27 and 39
5, 16
2-16 Communication of critical concerns
48
BRF does 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.
16
2-17 Collective knowledge of the highest
governance body
27 and 29
2-18 Evaluation of the performance of the highest
governance body
28
2-19 Remuneration policies
29 and 129
2-20 Process to determine remuneration
29
16
2-21 Annual total compensation ratio
Information omitted.
Entirety 2-21
Confidential
Information
BRF does
not report
these data
since they are
strategic.
Strategy, policies
and practices
2-22 Statement on sustainable development
strategy
4 and 5
2-23 Policy commitments
33, 58 and 128
ri.brf-global.com/governanca-
corporativa/estatuto-e-politicas/
2-24 Embedding policy commitments
49
ri.brf-global.com/governanca-
corporativa/estatuto-e-politicas/
2-25 Processes to remediate negative impacts
37, 101 and 113
ri.brf-global.com/governanca-
corporativa/estatuto-e-politicas/
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Content
Location
Omission
GRI Sectoral
Standard Ref
No.
SDG
Global
Compact
Requirement(s)
omitted
Reason
Explanation
Strategy, policies
and practices
2-26 Mechanisms for seeking advice and
raising concerns
30, 32, 37 and 49
2-27 Compliance with laws and regulations
Regulatory: 1 case of
a significant instance of
non-compliance with laws and
regulations. On that occasion, BRF
entered into a Conduct Adjustment
Term ("TAC") with the Public
Prosecutor's Office of Pernambuco,
involving Public Civil Action No.
0025800-71.2015.8.17.2001 and
Public Civil Action No. 0021888-
61.2018.8.17.2001. As a result
of the signed TAC, BRF paid a total
amount of R$ 1,300,000.00 for
the benefit of the State Consumer
Protection Fund.
Labor: 38 cases of significant
instances of non-compliance with
laws and regulations, totaling a
payment amount
of R$ 532,166.99.
2-28 Membership in associations
78 and 105
16
Stakeholder
engagement
2-29 Approach to stakeholder engagement
149
2-30 Collective bargaining agreements
130
8
GRI 3: Material Topics 2021
GRI 3: Material
Topics 2021
3-1 Process to determine material topics
50
-
17
3-2 List of material topics
50
Animal welfare
GRI 3: Material
Topics 2021
3-3 Management of material topics
79
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Content
Location
Omission
GRI Sectoral
Standard Ref
No.
SDG
Global
Compact
Requirement(s)
omitted
Reason
Explanation
Food Sector
Supplement –
Animal Welfare
FP10 Policies and practices, by species and race,
related to physical changes and anesthetic use
81 and 82
FP11 Percentage and total of animals raised and/or
processed, by species and breed, by type of housing
84
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
79
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 the year 2025, 130 (one hundred
and thirty) infraction notices were
issued involving non-compliance
with laws and regulations related to
the transportation, handling, and/
or slaughter of land animals. Of
these, 128 are pending judgment
in the first instance, and two
infraction notices did not result in
the recognition of intent by BRF.
BRF did not pay any fines equal to
or exceeding R$ 150,000.00 (one
hundred and fifty thousand reais)
nor did it receive any warnings
related to significant non-
compliance incidents involving the
transportation, handling, and/or
slaughter of animals. Codes and/or
voluntary programs focused on the
topic: BEA Program implemented at
BRF; and STEPs – Humane Slaughter
Program. Certifications: GlobalGAP;
Certified Humane; National Chicken
Council; National Turkey Federation;
North America Meat Institute; and
customer protocols.
Communities surrounding operations
GRI 3: Material
Topics 2021
3-3 Management of material topics
100
GRI 203 – Indirect
Economic Impacts
203-1 Infrastructure investments and services
supported
100 and 102
203-2 Significant indirect economic impacts
101
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Content
Location
Omission
GRI Sectoral
Standard Ref
No.
SDG
Global
Compact
Requirement(s)
omitted
Reason
Explanation
GRI 413: Local
Communities
413-1 Operations with local community
engagement, impact assessments, and
development programs
101
413-2 Operations with significant actual and
potential negative impacts on local communities
101 and 102
Human rights and labor relations
GRI 3: Material
Topics 2021
3-3 Management of material topics
30 and 127
GRI 401:
Employment
401-1 New employee hires and employee turnover
131, 152 and 153
5, 8, and 10
6
401-2 Benefits offered to full-time employees
that are not provided to temporary or
part-time employees
Health Insurance, Dental Insurance,
Life Insurance, Health Programs,
Maternity Program, Extended
Parental Leave, Childcare Assistance,
Educational Assistance, Meal
Voucher, Basic Food Basket, BRF
Product Basket, Discount on BRF
Product Purchases, Executive
Check-Up, Gym Membership
Partnership, Christmas Gift for
Employees' Children, Christmas
Product Kit, Pharmacy Partnership,
and Private Pension.
3, 5 and 8
401-3 Parental leave
153
5 and 8
6
GRI 404: Training
and Education
404-1 Average hours of training per year,
per employee
132 and 153
4 and 8
6
404-2 Programs for upgrading employee skills
and transition assistance programs
132
8
GRI 404: Training
and Education
404-3 Percentage of employees receiving regular
performance and career development reviews
134
5, 8, and 10
6
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Content
Location
Omission
GRI Sectoral
Standard Ref
No.
SDG
Global
Compact
Requirement(s)
omitted
Reason
Explanation
GRI 405: Diversity
and equal
opportunities
405-1 Diversity of governance bodies and
employees
135 and 154
5, 8, and 10
6
405-2 Ratio of basic salary and remuneration
of women to men
154
Calculation: ratio of the average total
compensation for women in the last
12 months (January to December
2024), considering base salary and
all additional amounts subject to
charges / ratio of the average total
compensation for men in the last
12 months (January to December
2024), considering base salary and
all additional amounts subject to
charges.
5, 8, and 10
6
Ethics, integrity and transparency
GRI 3: Material
Topics 2021
3-3 Management of material topics
30
GRI 205: Anti-
corruption
205-1 Operations assessed for risks related
to corruption
30 and 33
16
10
205-2 Communication and training about
anti-corruption policies and procedures
35 and 36
16
10
205-3 Confirmed incidents of corruption
and actions taken
33
16
10
GRI 206: Anti-
competitive
Behavior
206-1 Legal actions for anti-competitive behavior,
anti-trust and monopoly practices
In 2024, no legal actions were
registered for unfair competition,
trust practices, or monopoly.
GRI 207: Taxes
207-1 Approach to tax
40
1, 10,
and 17
207-2 Tax governance, control, and risk
management
40
1, 10,
and 17
GRI 415: Public
policies
415-1 Political contributions
33
16
10
GRI 418: Client
Privacy
418-1 Substantiated complaints concerning
breaches of customer privacy and losses of
customer data
32
16
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Content
Location
Omission
GRI Sectoral
Standard Ref
No.
SDG
Global
Compact
Requirement(s)
omitted
Reason
Explanation
Management, transparency and tracking of the value chain
GRI 3: Material
Topics 2021
3-3 Management of material topics
56
GRI 204:
Procurement
Practices 2016
204-1 Proportion of spending on local suppliers
56
8
GRI 301 –
Materials
(Supplies)
301-1 Materials used by weight or volume
99
8 and 12
7 and 8
301-2 Recycled input materials used
Currently, the use of recycled or
reused materials in food packaging
is not permitted in Brazil.
8 and 12
301-3 Reclaimed products and their
packaging materials
98
Partial:
301-3, item a
– stratification
of packaging by
type of product.
There is no
stratified data
on packaging
by product
type.
The data on
packaging
placed on
the market is
received with
stratification
only by type of
packaging.
8 and 12
GRI 308:
Environmental
screening of
suppliers
308-1 New suppliers that were screened using
environmental criteria
56
308-2 Negative environmental impacts in the
supply chain and actions taken
58 and 65
Partial:
308-2, all
indicator
requirements
related to
international
units.
No data.
For the units
abroad,
there is no
assessment of
environmental
impact.
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Content
Location
Omission
GRI Sectoral
Standard Ref
No.
SDG
Global
Compact
Requirement(s)
omitted
Reason
Explanation
GRI 407: Freedom
of Association
and Collective
Bargaining
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.
BRF guarantees the right of workers
to exercise union freedom or
collective bargaining, following
international best practices and
in accordance with the laws of
the countries where it operates.
These principles are described in
the Transparency Manual, which is
available and signed by 100% of the
company's employees.
In all operational locations, there are
Human Resources and Compliance
structures.
BRF's Business Partner
Code of Conduct
8
3
GRI 408: Child
Labor
408-1 Operations and suppliers at significant risk for
incidents of child labor
33, 37, 49, 56, 58 and 62
5, 8, and 16
5
GRI 409: Forced or
Compulsory Labor
409-1 Operations and suppliers with significant risk
of forced or conpulsory labor
37, 49, 56, 58 and 62
5 and 8
4
GRI 414: Supplier
social assessment
414-1 New suppliers that were screened using
social criteria
56
5, 8, 12,
and 16
2 and 8
414-2 Negative social impacts in the supply chain
and measures taken
56
5, 8, and 16
2 and 8
Sector
Supplement
on Foods –
Outsourcing and
Purchasing
FP1 Purchased volume from suppliers compliant
with company’s sourcing policy
73
FP2 Percentage of purchased volume that complies
with internationally recognized standards and
certifications, broken down by type of certification
147
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GRI content summary
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GRI Standard
Content
Location
Omission
GRI Sectoral
Standard Ref
No.
SDG
Global
Compact
Requirement(s)
omitted
Reason
Explanation
Climate change
GRI 3: Material
Topics 2021
3-3 Management of material topics
69
GRI 201 –
Economic
Performance
201-1 Direct economic value generated
and distributed
23
201-2 Financial implications and other risks
and opportunities due to climate change
150 and 151
13
7
GRI 304:
Biodiversity
304-1 Operational sites owned, leased, managed in,
or adjacent to, protected areas and areas of high
biodiversity value outside protected areas
93
Note: Due to the large number of
farms, the company has chosen to
present the information related to
GRI 304-1 in a consolidated manner.
305: Emissions
305-1 Direct (Scope 1) GHG emissions
77 and 146
3, 12, 13, 14,
and 15
7 and 8
305-2 Energy indirect (Scope 2) GHG emissions
77 and 146
3, 12, 13, 14,
and 15
7 and 8
305-3 Other indirect (Scope 3) GHG emissions
77 and 146
3, 12, 13, 14,
and 15
7 and 8
305-4 GHG emissions intensity
77
13, 14,
and 15
8
305-5 Reduction of GHG emissions
77
13, 14,
and 15
8 and 9
305-6 Emissions of ozone-depleting
substances (ODS)
154
3, 12
7 and 8
305-7 Nitrogen oxides (NOX), sulfur oxides (SOX),
and other significant air emissions
154
3, 12, 14,
and 15
7 and 8
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GRI Standard
Content
Location
Omission
GRI Sectoral
Standard Ref
No.
SDG
Global
Compact
Requirement(s)
omitted
Reason
Explanation
Quality and product safety
GRI 3: Material
Topics 2021
3-3 Management of material topics
15 and 107
GRI 416: Customer
Health and Safety
416-1 Assessment of the health and safety impacts
of product and service categories
109
3 and 12
416-2 Incidents of non-compliance concerning the
health and safety impacts of products and services
109
16
GRI 417:
Marketing and
labeling
417-1 Requirements for product and service
information and labeling
112
3 and 12
417-2 Incidents of non-compliance concerning
product and service information and labeling
112
All legal and administrative
processes are controlled in our
own system for managing legal
processes, and all of them are
properly handled and resolved.
For this indicator, cases with
favorable rulings for BRF were
excluded, as well as processes and
warnings that were concluded in
previous years.
16
417-3 Incidents of non-compliance concerning
marketing communications
112
16
Sector
Supplement
on Foods –
Outsourcing and
Purchasing
FP1 Purchased volume from suppliers compliant
with company’s sourcing policy
73
Sector
Supplement on
Foods – Consumer
Health and
Safety
FP2 Percentage of purchased volume that complies
with internationally recognized standards and
certifications, broken down by type of certification
147
BRF does not use international
standards as a criterion for hiring
and/or paying its rural partners.
FP5 Percentage of production volume manufactured
in locations certified by third parties, in accordance
with internationally recognized standards
15, 147 and 154
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GRI Standard
Content
Location
Omission
GRI Sectoral
Standard Ref
No.
SDG
Global
Compact
Requirement(s)
omitted
Reason
Explanation
Sector
Supplement on
Foods – 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
112
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
Totality
FP7.
Not
Applicable.
The criteria of
the content do
not apply to
the majority
of BRF's
portfolio.
Sectoral
Supplement for
Food – Animal
husbandry
FP10 Policies and practices, by species and race,
related to physical changes and anesthetic use
81 and 82
FP11 Percentage and total of animals raised and/or
processed, by species and breed, by type of housing
84
Sectoral
Supplement for
Food – Handling,
Transportation,
and Slaughter
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
79
Natural resources
GRI 3: Material
Topics 2021
3-3 Management of material topics
88
GRI 302 – Energy
302-1 Energy consumption within the organization
75
7, 8, 12,
and 13
7 and 8
302-2 Energy consumption outside the organization
75
7, 8, 12,
and 13
8
302-3 Energy intensity
75
7, 8, 12,
and 13
8
302-4 Reduction of energy consumption
75
7, 8, 12,
and 13
8 and 9
302-5 Reductions in energy requirements of
products and services
There was no reduction in
absolute energy consumption
or energy intensity
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GRI Standard
Content
Location
Omission
GRI Sectoral
Standard Ref
No.
SDG
Global
Compact
Requirement(s)
omitted
Reason
Explanation
GRI 303: Water
and effluents 2018
303-1 Interactions with water as a shared resource
89
6 and 12
303-2 Management of water discharge
related impacts
92
6
303-3 Water withdrawal
91
6
7 and 8
303-4 Water discharge
93
6
8
303-5 Water consumption
91
6
Solid waste and packaging
GRI 3: Material
Topics 2021
3-3 Management of material topics
95
GRI 306: Waste
306-1 Waste generation and significant
waste-related impacts
96
3, 6, 11, 12
306-2 Management of significant
waste-related impacts
95, 96 and 98
3, 6, 8, 11,
and 12
306-3 Waste generated
96
3, 6, 11, 12,
and 15
306-4 Waste diverted from disposal
97
3, 11,
and 12
306-5 Waste directed to disposal
97
3, 6, 11, 12,
and 15
Health, safety and well-being
GRI 3: Material
Topics 2021
3-3 Management of material topics
138
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GRI Standard
Content
Location
Omission
GRI Sectoral
Standard Ref
No.
SDG
Global
Compact
Requirement(s)
omitted
Reason
Explanation
GRI 403:
Occupational
Health and Safety
403-2 Hazard identification, risk assessment and
incident investigation
140
3, 8, and 12
403-3 Occupational health services
142
8
403-4 Worker participation, consultation, and
communication on occupational health and safety
140
8 and 16
403-5 Worker training on occupational health
and safety
142
8
403-6 Promotion of worker health
143
3, 8, and 12
403-7 Prevention and mitigation of occupational
health and safety impacts directly linked by business
relationships
140
8
403-8 Workers covered by an occupational health
and safety management system
139
8
403-9 Work-related injuries
139
3, 8, 12,
and 16
403-10 Work-related ill health
139
3, 8, and 16
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Axes
Item
Requirements
Answer/Page
Use of guidance
Reporting method and relationship with
other information.
The Integrated Report must be an identifiable communication with a name
Page 3
Application of guidance
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 relevant information.
Throughout the report
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 155 onwards
Responsibility for the Integrated Report
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.
Pages 4 and 5
Basic principles
Strategic focus and future guidance
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.
Pages 9 to 24 and throughout the report
Information connectivity
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.
Pages 9 to 24 and throughout the report
Relationship with stakeholders
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.
Pages 48 and 68, 100 to 105 and 149
Materiality (relevance)
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..
Pages 3 and 50 and throughout the report
Concision
The Integrated Report must be concise.
Throughout the report
Reliability and completeness
The Integrated Reporting should encompass all relevant topics, both positive and
negative, in a balanced and free from significant error manner.
Throughout the report
Uniformity and comparability
The information in the Integrated Report should be presented:
• on uniform bases over time;
• in a way that allows comparison with other organizations as it is important for the
organization’s ability to generate value over time.
Throughout the report
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Axes
Item
Requirements
Answer/Page
Content elements
Overview of the organization and its
external environment
The Integrated Report should address the question: What does the organization do and
what are the circumstances in which it operates?
Pages 9 to 24
Governance
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?
Pages 25 to 29 and 48
Business model
The Integrated Report should address the question: What is the organization’s business
model?
Page 12
Risks and opportunities
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?
Pages 41 to 46
Strategy and resource allocation
The Integrated Report should address the question: Where does the organization want
to go and how does it intend to get there?
Pages 4, 5, 20 and throughout the report
Performance
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?
Pages 53 to 55 and throughout the report
Perspective
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
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?
Page 145
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SASB summary
Meat and Poultry
Topic
Metrics
Code
Answer/Page
Category
Unit of measure
Greenhouse Gas
Emissions
Global gross Scope 1 emissions
FB-MP-110a.1
77 and 146
Quantitative
In metric tons
(tCO2e)
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
FB-MP-110a.2
69
Discussion
and
Analysis
n/a
Energy
Management
(1) Total energy consumed,
(2) percentage grid electricity, and
(3) percentage renewable
FB-MP-130a.1
75
Quantitative
Gigajoules (GJ),
Percent (%)
Water Management
(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
91
Quantitative
Thousand cubic
meters (m³),
Percentage (%)
Description of water management risks and discussion of strategies and
practices to mitigate these risks
FB-MP-140a.2
89
Discussion
and
Analysis
n/a
Number of cases related to non-compliance with water-quality licenses,
norms, or regulations
FB-MP-140a.3
During the reporting period, 1,749
water samples were non-compliant with
licenses, standards, or quality regulations.
Approximately 99.08% and 99.87% of the
microbiological and physico-chemical
samples, respectively, were in compliance.
Quantitative
Number
Land Use and
Ecological Impacts
Amount of animal bedding and manure generated, percentage managed
according to a nutrient management plan
FB-MP-160a.1
60
Quantitative
Tonnes (t),
Percent (%)
Percentage of pastureland and managed pastures according to conservation
plan criteria
FB-MP-160a.2
80
Quantitative
Percentage (%) per
hectare
Production of animal protein from confined animal feeding operations
FB-MP-160a.3
Indicator not applicable, as there are no
poultry or swine raised in confinement in
BRF's operations.
Quantitative
In metric tons (t)
Food
safety
Global Food Safety Initiative (GFSI) Audit:
(1) Non-compliance rates and
(2) Corrective action rates associated with
a) Major non-conformities and b) Minor non-conformities;
FB-MP-250a.1
109
Quantitative
Rate
Percentage of supplier facilities certified to a Global Food Safety Initiative
(GFSI) food safety certification program
FB-MP-250a.2
109
Quantitative
Percentage (%)
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Meat and Poultry
Topic
Metrics
Code
Answer/Page
Category
Unit of measure
Food
safety
(1) Number of recalls issued and
(2) total weight of products recalled
FB-MP-250a.3
109 and 110
Quantitative
Number of
metric tons
Discussion on markets that prohibit the importation of products from the
entity
FB-MP-250a.4
111
Discussion
and
Analysis
n/a
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
87
Quantitative
Percentage (%)
by weight
Health and Safety
of the Workforce
(1) Total Recordable Incident Rate (TRIR) and (2) Fatality rate for (a) direct
employees and (b) contracted employees.
FB-MP-320a.1
139
Quantitative
Rate
Description of efforts to assess, monitor, and mitigate acute and chronic
respiratory health conditions
FB-MP-320a.2
142
Discussion
and
Analysis
n/a
Animal
welfare care
Percentage of pork produced without the use of gestation crates
FB-MP-410a.1
82
Quantitative
Percentage (%)
by weight
Percentage of shell egg sales from cage-free systems
FB-MP-410a.2
81
Quantitative
Percentage (%)
Percentage of production certified according to a third-party
animal welfare standard
FB-MP-410a.3
79
Quantitative
Percentage (%)
by weight
Environmental
and Social Impacts
of the
Supply Chain
Percentage of animals from suppliers implementing conservation
plan criteria
FB-MP-430a.1
56
Quantitative
Percentage (%)
by weight
Percentage of contracted production facilities and suppliers verified
to meet animal welfare standards
FB-MP-430a.2
79
Quantitative
Percentage (%)
Animal supply and
feeding
Percentage of animal feed sourced from regions with high or extremely high
baseline water stress
FB-MP-440a.1
Information not available.
Quantitative
Percentage (%)
by weight
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 regions with high or
extremely high water stress.
Quantitative
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
17
Discussion
and Analysis
n/a
Activity
metrics
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
13
Quantitative
Various, percentage
(%)
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Topics
Recommended Disclosure
GRI Reference
Answer/Page
Governance
a. Description of the board’s oversight of climate-related risks and opportunities
GRI 2-22, GRI 2-24
4 and 49
b. Description of management’s role in assessing and managing climate-related
risks and opportunities
GRI 2-12. 2-13, 2-14, 2-17
27, 29, 41 to 46, 48 and 145
Strategy
a. Description of the climate-related risks and opportunities identified by
the organization over the short, medium, and long term
GRI 201-2
150 and 151
b. Description of the impact of climate-related risks and opportunities on
the organization’s businesses, strategy, and financial planning
GRI 201-1, 305-1, 305-2, 305-3, 305-4, 305-5, SASB FB-MP-110a.1
23, 77 and 146
c. Description of the resilience of the organization’s strategy, taking into
consideration different climate-related scenarios, including a 2°C or lower
scenario
GRI 201-1, 305-1, 305-2, 305-3, 305-4, 305-5, SASB FB-MP-110a.1
23, 77 and 146
Risks and
Opportunities
a. Description of the organization’s processes for identifying and assessing
climate-related risks
GRI 201-2, GRI 3-3 Mudança do clima, SASB FB-MP-110a.2
69 to 77, 150 and 151
b. Description of the processes used by the organization to manage
climate-related risks
GRI 2-12, 201-2
41 to 46, 150 and 151
c. Description of how processes for identifying, assessing, and managing
climate-related risks are integrated into the organization’s overall risk
management
Goals and Metrics
b. Information on Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse
gas emissions, and the related risks.
GRI 201-1, 305-1, 305-2, 305-3, 305-4, 305-5, SASB FB-MP-110a.1
23, 77 and 146
Independent Limited
Assurance Declaration
BRF S.A – Process Code: BRF 31_2024
Verification Team: Thiago Milagres
BRF S.A. engaged Instituto Totum to conduct an
independent assurance of its 2024 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.
Scope of the Limited Assurance Work
The scope and boundaries of this work are
restricted to the verification of the 2024 Integrated
Report, according to the standards and principles
of the Global Reporting Initiative – GRI (reference
standard). Instituto Totum did not carry out any
activities nor express any conclusions intended
for publication outside the defined scope, for the
compliance period with the established reference
standard (January 1 to December 31, 2024).
Attached to this Independent Limited Assurance
Statement is the Checklist extracted from the
Totum Indicator Verification System – STVI.
Factual Basis for the Conclusion
Instituto Totum assessed the accuracy of the content
and the alignment of the report based on the
requirements of the GRI Sustainability Reporting
Standards 2021 and its contents: GRI 2 General
Disclosures 2021, as well as the specific standards
GRI 200, GRI 300, and GRI 400, according to the
material topics identified by BRF S.A.
Through the process described in this report, Instituto
Totum planned and carried out a limited assurance
engagement, aiming to minimize the risk of failing
to detect material errors in relation to the reference
standard, including but not limited to:
• Assignment of a qualified verification
team in relation to the scope of work
and the reference standard;
• Conducting interviews with key personnel of
the organization to gain knowledge about
the processes, systems, and controls used;
• Verifying data, information, and documented
records from the organization itself;
• Critical analysis of the evidence verified
within the context of compliance
with the reference standard;
• A list of clarifications requested, observations,
and corrective actions, attached to this statement.
The level of assurance adopted was Limited,
according to the requirements of the reference
standard, incorporated into Instituto Totum’s
internal verification protocols.
Conclusion: Based on the
procedures carried out by Instituto
Totum and the evidence obtained,
no sufficient evidence was found
to discredit the credibility of the
information presented in BRF
S.A.’s 2024 Integrated Report or
to indicate that it does not comply
with the reference standard
(Global Reporting Initiative – GRI),
under the “In Accordance” option.
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Independence
Instituto Totum has internal policies and guidelines
to ensure that the certification body itself, its
verification team, and internal staff remain
independent from the client’s activities.
The team that conducted this verification has
extensive knowledge in verifying information
and systems related to environmental, social,
health, safety, and ethics topics.
Inherent Limitations
The document review work was based on sampling
of existing data and information. Instituto Totum’s
assurance is carried out under the assumption
that the data and information were provided
in good faith by the client. There are inherent
limitations to the limited assurance process. The
list of observations and findings made during
the verification process is not intended to be a
complete list of discrepancies in relation to the
reference standard within the audited scope.
Items deemed “compliant” due to sampling are
not necessarily free of actual or potential issues.
The procedures performed in a limited assurance
engagement differ in nature, timing, and extent
from those performed in a reasonable assurance
engagement. Instituto Totum planned and executed
the work to obtain evidence deemed sufficient to
support its opinion, with the understanding that
the related risk is reduced but not eliminated. This
report attests only to the findings within the sample
analyzed. Instituto Totum expressly disclaims any
responsibility for decisions made by any person or
organization based on this Independent Limited
Assurance Statement.
This verification excludes any assessment of
information related to:
• Activities outside the reporting period;
• Accuracy of economic-financial data included
in this report, as they are drawn from financial
statements audited by independent auditors;
• Greenhouse Gas (GHG) emissions inventory,
already verified by an independent audit.
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Independent Limited Assurance Declaration
credits
verification statement of the Greenhouse Gas (GHG) emissions inventory
To whom it may concern,
The purpose of this letter is to clarify
matters set out in the assurance report.
It is not an assurance report and is not a
substitute for the assurance report.
Instituto Totum was engaged to conduct an
independent verification of the greenhouse
gas (GHG) emissions reported by BRF S.A. This
Verification Statement applies to the related
information included within the scope of work
described below. The determination of the GHG
emissions is the sole responsibility BRF S.A.
Instituto Totum sole responsibility was to provide
independent verification on the accuracy of the
GHG emissions reported, and on the underlying
systems and processes used to collect, analyze
and review the information.
Boundaries of the reporting company covered
by the report and any known exclusions
Report emissions only under the
operational control approach.
Emissions data verified – broken
down by Scope 1, Scope 2 and Scope 3
categories with figures given
Scope 1 Emissions, in metric tons of CO2
equivalent: 419,861.479 tCO2e
Scope 2 Emissions, in metric tons of CO2
equivalent (location-based method):
194,344.692 tCO2e
Scope 2 Emissions, in metric tons of CO2
equivalent (market-based method):
107,017.518 tCO2e
Scope 3 Emissions, in metric tons of CO2
equivalent: 28,557,968.172 tCO2e
CO2 Biogenic:
Scope 1 emissions in metric tons of CO2:
1,844,478.257 tCO2e
Scope 3 emissions in metric tons of CO2:
62,758,571 tCO2e
Period covered by GHG
emissions verification:
1st January 2024 until 31st December 2024
Verification standard used:
• ISO 14064-3: Greenhouse gases – Part 3:
Specification with guidance for the validation
and verification of greenhouse gas assertions;
• Verification Specifications of the Brazilian
GHG Protocol Program – 2011 Edition;
• Specifications of the Brazilian GHG Protocol
Program – Accounting, Quantification
and Publication of Corporate Inventory of
Greenhouse Gas Emissions – 2nd Edition.
Level of Assurance
This Verification Statement was prepared to offer
a limited assurance determination that covering
the direct emissions of the following activities:
General Process Information
Process number on Instituto Totum: 911-24
Name and Address Company: BRF S.A.
Street: Rua Jorge Tzachel, 475 – Bairro Fazenda – Itajaí – SC – Brazil
Date: 04/25/2025
annexes
2024
table of contents
message from the leadership
5 digital transformation and innovation
awards, recognitions and rankings
3 sustainability platform
4 quality
about the report
2 our governance
1 BRF: feeding the future
6 people management and health and safety
integrated
report
ESG highlights
175
about the report
GRI contents and other indicators
GRI content summary
summary of Integrated Report requirements
SASB summary
TCFD recommendations
Independent Limited Assurance Declaration
credits
Scope 1: Stationary combustion, fugitive emissions,
mobile combustion, agricultural emissions, land use
changes, agricultural emissions, solid waste and
liquid effluents.
Scope 2 (Location-based) and (Market-based):
Acquisition of electricity.
Scope 3: Transport and distribution (upstream),
waste generated in operations, business travel,
employee commuting (home-to-work), transport
and distribution (downstream), purchased goods
and services, capital goods, activities related to
fuel and energy not included in Scopes 1 and 2,
processing of sold products, use of sold goods
and services, end-of-life treatment of sold
products and Investments.
Reported by BRF S.A. at the organization
level to a possible materiality of 5%.
Assurance Opinion
Based on the process and procedures conducted,
Instituto Totum concludes with respect to the
declaration of Scope 1, Scope 2 and Scope 3
GHG emissions shown above:
• There is no evidence that the BRF S.A.
greenhouse gas inventory for 2024 is not
materially correct, is not a fair representation
of GHG data and information and has not been
prepared in accordance with the Specifications
of the Brazilian GHG Protocol of Accounting,
Qualification and Publication of Corporate
Inventory of Greenhouse Gas Emissions (EPB).
• It is our opinion that BRF S.A. has established
appropriate systems for the collection,
aggregation, and analysis of quantitative data
for determination of these GHG emissions for
the stated period and boundaries.
Instituto Totum responsible for the verification
activities of the BRF S.A. GHG inventory certifies that
the information contained in this document is true.
I, Claudio Silva, certify that no conflict of interest,
as defined in Chapter 3.2.1 of Verification
Specification of Brazilian GHG Protocol Program,
exists between the organization BRF S.A. and the
Instituto Totum de Desenvolvimento e Gestão
Empresarial Ltda., or any of the individual team
members check involved in checking the inventory
of the organization.
Claudio Silva
Lead Verifier – Instituto Totum
Date: 25th April 2025
________________________________________
Claudio Silva
This verification statement, including the
opinion expressed herein, is provided to BRF
S.A. and is solely for the benefit of BRF S.A. in
accordance with the terms of our agreement.
We consent to the release of this statement
by you to the CDP in order to satisfy the terms
of CDP disclosure requirements but without
accepting or assuming any responsibility
or liability on our part to CDP or to any other
party who may have access to this statement.
annexes
2024
table of contents
message from the leadership
5 digital transformation and innovation
awards, recognitions and rankings
3 sustainability platform
4 quality
about the report
2 our governance
1 BRF: feeding the future
6 people management and health and safety
integrated
report
ESG highlights
176
about the report
GRI contents and other indicators
GRI content summary
summary of Integrated Report requirements
SASB summary
TCFD recommendations
Independent Limited Assurance Declaration
credits
Project overall
coordination
Sustainability Team
Paulo Pianez, Mayara Jungles,
Leandro Rosa, Pablo Sosa and
Douglas Oliveira
Sustainability content, design
and consulting
Juntos Approach
Coordination
Marcelo Vieira
Content
Ana Gabriela Nascimento, Gabriela Gonçalves
and Patrícia Fiasca
GRI Consulting
Larissa Ohikawa, Beatriz Lionda and Flávia Fonsatti
Project management and relationship
Dayana Portela, Laura Toledo and Thaiany Pinto
Art Direction
Karina Rohde and Patricia Dodsworth
Graphic Design
Juliana Rodrigues
Layout design
Thamires Martins, Karen Suemi and Luiza Gomes
credits
Proofreading
Catalyzing Content
Photography
BRF Archive
Materiality
Review Consulting
annexes
2024
table of contents
message from the leadership
5 digital transformation and innovation
awards, recognitions and rankings
3 sustainability platform
4 quality
about the report
2 our governance
1 BRF: feeding the future
6 people management and health and safety
integrated
report
ESG highlights
177
about the report
GRI contents and other indicators
GRI content summary
summary of Integrated Report requirements
SASB summary
TCFD recommendations
Independent Limited Assurance Declaration
credits