Message from the
M A N A G E M E N T
Francisco Gomes Neto
The year 2022 was marked by overcoming the challenges and uncertainties that have ari-
sen on several fronts: the war in Ukraine, increased global inflation, and broad restrictions
on the supply chain. These challenges led us to adjust internal processes throughout the
year and, thanks to the focus and discipline of the entire team in the accomplishment of our
strategic plan, we were able to deliver the goals planned for the year.
family, as well as in Executive Aviation and the Defense area. Moreover, the diversification
of business areas helped to compensate for the performance of a specific segment. In this
way, the good performance of the Services & Support and Executive Aviation areas, as well
as the increase in deliveries in Commercial Aviation, helped to offset the impact in the
Defense & Security area.
Compared to 2021, we increased aircraft delivery by 12.7% – from 141 to 159 Commercial
and Executive aircraft in 2022. We also increased revenue by 8.2% to USD 4.5 billion. Ad-
justed EBIT and EBITDA margin (in USD) exceeded the guidance presented to the market,
reaching 6.0% and 10.1%. Another highlight was free cash generation without EVE, which
reached USD 540.1 million, quite above estimates.
The focus on improving business efficiency remains a key factor in achieving our goals
and delivering better margins, even with supply chain constraints. Throughout the year,
we implemented several mitigation measures, such as creating a special team to operate
within the main suppliers’ plants, developing alternative logistics routes, and improving
internal processes to reduce production cycles. Also noteworthy are the efforts for con-
tinuous improvement of operational efficiency, such as inventory turnover management,
restructuring of selection and procurement processes, and ongoing improvement of pro-
duction processes.
The sales growth of our current product portfolio also excites us for the coming years. The
backlog returned to the pre-pandemic level, reaching USD 17.5 billion. There are several
ongoing sales campaigns that are progressing, both in Commercial Aviation, mainly the E2
At Commercial Aviation, we announced an additional order for Canada’s Porter Airlines
for 20 new E195-E2s, in addition to 30 existing firm orders. Porter even took delivery of the
first E195-E2 jets operating in North America at the end of the year. We also announced an
order from Azorra, a U.S. aircraft leasing company, for 20 new E2 jets, besides the expansion
of our presence in the Middle East, with operator SalamAir from Oman ordering six E2s.
In addition, the Chinese civil aviation authority has granted certification for our E190-E2,
opening the doors of the relevant Chinese market for the E2 family.
Executive Aviation presented another year with outstanding results, with the delivery of 102
aircraft, “book-to-bill2” above 1.8:1, and a higher gross margin than in the previous year. As
a reflection of the good momentum of the business unit, Phenom 300 was voted for the 11th
consecutive year as the world’s best-selling business jet in the industry.
In Defense, we faced difficulties such as contract renegotiation and other factors that re-
sulted in a 25% decrease in segment revenue. However, we are optimistic for 2023 as the
current geopolitical scenario continues to influence countries around the world to review
their plans and renew their armed forces. The main highlight of the year was the selection
of C-390 Millennium by the Dutch Ministry of Defense as the only aircraft that meets the
requirements of its “Replacement Capacity Tactical Airlift” project, which provides for the
acquisition of five tactical transport aircraft. Besides this, we announced with L3Harris
Technologies a partnership to develop an “Agile Tanker,” a tactical aerial refueling option to
meet U.S. Air Force operational guidelines.
The service and support business continues to post positive results, with a growing order
book and positive gross margin. The growth was based on the expansion of the sale of ma-
terials (parts and support for special programs) thanks to a greater use of the Commercial
and Executive Aviation aircraft fleet. The main driver of commercial aviation services were
Pool Program contract renewals such as Blue and LOT Polish, as well as new customers, in-
cluding Porter Airlines, Sky High Aviation Services, and Western Air, operator of the largest
fleet of ERJs in the Caribbean. Another highlight is new contracts for more than 20 Breeze
and Envoy Air Airframe Maintenance and Repair aircraft.
In the innovation pillar, we have taken an important step to cement our performance in
the start-up urban air mobility industry (UAM), which should represent a great business
opportunity in the coming years. In May, we completed Eve’s spin-off by listing the company
on the New York Stock Exchange. With a full portfolio of solutions for the UAM market, an
advanced electric vertical take-off and landing aircraft (eVTOL) design and a comprehen-
sive global service and support network, Eve ended 2022 with 26 publicly announced cus-
tomers, with potential orders for 2,770 vehicles valued at USD 8.3 billion, the industry’s
largest backlog.
Regarding our journey to a low-carbon economy and more sustainable aviation, we announ-
ced the advances in the Energia Family program, which consummated the concept aircraft
into two models with a capacity of 19 to 30 seats, both with hybrid electric and hydrogen
electric propulsion. Furthermore, alongside Pratt & Whitney, we successfully tested a GTF-
-powered E195-E2 aircraft using 100% sustainable aviation fuel (SAF), the first step in the cer-
tification process to maximize emissions reduction with the use of sustainable aviation fuels.
We also project for 2024 our goal of using 100% renewable electricity in our facilities in
Brazil, which account for about 70% of our total electricity consumption. In addition, we
signed a memorandum of understanding with Raízen, of the Shell/Cosan group, to evaluate
the sustainable aviation fuel (SAF) production market in Brazil – contributing not only to our
emissions, but to the entire aviation industry in the country.
TO THE UN GLOBAL COMPACT. IN 2022, WE MOVED FORWARD ON OUR JOURNEY
“SINCE 2008, EMBRAER IS A SIGNATORY AND REAFFIRMS ITS COMMITMENT
MAINTAINING THE HIGHEST STANDARD IN CORPORATE GOVERNANCE.”
TOWARD A LOW-CARBON ECONOMY AND A MORE DIVERSE COMPANY WHILE
Francisco Gomes Neto - President of Embraer
Lastly, it was with great joy that we received the “Great Place to Work” certification in seve-
ral countries that we operate. For us, it is an important recognition to be celebrated, since
we believe that engaged and passionate people achieve the best results and create a happy
and healthy work environment.
For this year, despite persistent value chain constraints and global macroeconomic risks,
we see a better outlook in terms of revenue and profitability. The aircraft slots on the pro-
duction line for deliveries in 2023 and 2024 are almost completely filled, for both commer-
cial aviation and business jets.
Therefore, adding our focus and discipline in business efficiency concerning innovation
projects to ongoing sales campaigns in all business units, we are very confident in Embra-
er’s sustainable growth in this and the coming years.
Today we have a very comfortable cash position compared to previous years, a portfolio of
top-notch products and services, and highly qualified people. We demonstrate commit-
ment and discipline in accomplishing our strategy and resilience to meet the challenges
ahead. Besides, we continue to advance strategic partnerships for the business.
I would like to end with a strong thank you to the Embraer team, which once again showed
commitment and dedication to overcome the challenges, always keeping the focus on qua-
lity and safety, and also to our shareholders and customers for their trust in our company.
Francisco Gomes Neto - President of Embraer
Alexandre Silva - Chairman of the Board of Directors
TABLE OF CONTENTS
CLICK TO GO TO THE INTENDED SUBJECT
All pages in this file are browsable: menus and pagination.
06 About
EMBRAER
12
Fit For Growth
& FINANCIAL
PERFORMANCE
15
ESG
COMMITMENT
TO THE FUTURE
36 INNOVATION
48 Business
UNITS
07. Introduction
08. Where We Are
09. Our values
10. Timeline
13. Introduction
14. Operating Result
16. Introduction
17. Environmental Commitment
21. Social Commitment
32. Commitment to Governance
37. Introduction
38. Awards | Highlights
39. Innovation Verticals
43. Innovation Culture
45. Embraer-X
46. Beacon
47. Eve Air Mobility
49. Commercial Aviation
51. Executive Aviation
56. Defense & Security
61. Services & Support
65. Agricultural Aviation
Sustainability INDICATORS
67. Technical References, Materiality, Indicators, GRI, SASB, TCFD
About
EMBRAER
6
ABOUT
EMBRAER
ONE OF THE
LEADERS
Embraer is one of the world’s largest aerospace and defense
conglomerates. On average, every 10 seconds an aircraft ma-
nufactured by the company takes off from an airport, annually
carrying more than 145 million passengers around the world.
GRI 2-1; 2-6
Leader in the segments in which it operates in the Commercial
Aviation, Executive Aviation, Defense & Security, Services &
Support markets and with more than 8,000 aircraft manufac-
tured and delivered throughout its history, Embraer has been
an exponent of innovation since its inception in 1969, and has
in this strength its critical pillar for sustainable growth. There-
fore, the company fosters an ecosystem of knowledge genera-
tion and dissemination that stimulates the quality training of
its collaborators, increases the competitiveness of the aero-
nautical industry, furthers scientific development, and positi-
vely impacts the society as a whole.
At the end of 2022, Embraer’s workforce was made up of 18,872
collaborators, of which 14,960 in Brazil and 3,912 abroad. The
reported total includes OGMA employees.
PASSENGERS
ARE CARRIED ANNUALLY AROUND
THE PL ANET ON OUR AIRCRAF T
NET REVENUE
US$ 4,5
BILLION
Embraer is the main ex-
porter of high value-added
goods in Brazil, with in-
dustrial operations, offi-
ces, service centers, and
parts distribution in the
Americas, Africa, Asia, and
Europe.
Of total net revenue, Com-
mercial Aviation accounted
for 34%, Executive Aviation
27%, Defense & Security
10%, Services & Support
28%, and 1% of other rela-
ted businesses.
At the end of the year, the
portfolio of firm orders to
be delivered reached USD
17.5 billion.
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ABOUT
EMBRAER
2
3
5
8
7
6
4
9
11
10
WHERE
1
GRI 2-1
1
2
3
4
5
6
7
8
9
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RELATÓRIO ANUAL / 2022ABOUTEMBRAERINNOVATIONESGBUSINESS UNITSUSTAINABILITY INDICATORS FIT FOR GROWTH &FINANCIAL PERFORMANCE PortugalAlverca Subsidiary:OGMAMexicoChihuahuaSubsidiary:EzAirInteriorUnited StatesMesa Nashville Melbourne Irwindale Fort Lauderdale DaviesJacksonville Memphis DallasSubsidiaries:Embraer Cae Training ServicesEve BrazilSão José dos CamposGavião PeixotoBotucatuTaubatéBrasíliaBelo HorizonteSão PauloRio de JaneiroSorocabaCampinasSubsidiaries:AtechVisionaTempestUnitedKingdomFarnboroughSubsidiary:Embraer CaeTraining ServicesIrelandDublinArab EmiratesDubaiChinaBeijingSingaporeSingaporeFranceLe BourgetNetherlandsAmsterdamwe are
ABOUT
EMBRAER
VALUES
Embraer’s values were built
collectively, involving collabo-
rators around the world, and
bring the deepest and most
compelling view of what is in
the company’s business. They
form a solid base, founded on
ethics and integrity, from whi-
ch Embraer will always deve-
lop science and technology,
generating value for its cus-
tomers, shareholders, colla-
borators, society, and other
stakeholders.
Ethics and integrity
are in everything we do
Our people are what
make us fly
We are here to serve
our customers
We strive for company
excellence
From the simplest activities
to the greatest achievements.
We follow the rules and
question when necessary,
always in search of what is
right and best for society,
for the company and for all.
Happy, competent, valued,
fulfilled people, committed
to what they do. People
who work as a team and act
with integrity, coherence,
respect, and mutual trust.
Winning the loyalty of
customers by ensuring their
complete satisfaction, and
building strong and lasting
relationships. Establishing
partnerships, based on real
commitment and flexibility.
Corporate action designed for
simplicity, agility, flexibility, and
security, with a constant drive to
continual improvement and to
excellence. An entrepreneurial
attitude based on integrated
planning, responsible delegation,
and disciplined execution.
Boldness and innovation
are our hallmarks
Global presence
is our frontier
We build a
sustainable future
Global presence and
mindset, acting locally to
leverage competitiveness,
using the best of each
location. Vision of a world
without borders and of
valuing diversity.
Constantly striving to
build the foundation for
the company’s longevity,
considering stockholders’
profitability, respect for
quality of life, environment
and society.
The forefront in technology,
an organization that learns
continuously, and has the
capacity for innovation,
for transforming inner
reality and influencing
the markets in which it
operates. Strategic vision
and capacity to overcome
challenges, with creativity
and courage.
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ABOUT
EMBRAER
TIMELINE
1968
1969
1975
1978
1985
1983
1996
1994
1965 – Start of the IPD/PAR-6504
project, a light transport aircraft
for military and civilian use, at the
Aeronautics Technical Center (CTA), in
São José dos Campos, State of São Paulo.
1968 – Named Bandeirante, the aircraft
performs its first flight.
1969 – Embraer is created to further
the development of the Brazilian
aeronautical industry, with the initial
activity being the series production
of Bandeirante.
1970 – Start of flight testing of
the Ipanema agricultural aircraft.
1975 – First export. Uruguay
receives the Bandeirante plane
and the Ipanema agricultural plane.
1978 – Brazilian Air Force (FAB)
hires Embraer to develop the
EMB 312 Tucano, a basic military
training aircraft.
1983 – Presentation and 1st flight of
EMB 120 Brasilia, regional turboprop
with capacity for 30 passengers.
1985 – Presentation and 1st flight
in Brazil of AMX, subsonic fighter
developed in partnership with Italy.
1989 – Start of the EMB 145 project,
regional jet aircraft for up to
50 passengers.
1994 – Privatization of Embraer.
1996 – First delivery of EMB 145,
later renamed as ERJ 145. A new
family of regional jets emerges.
1999 – Pre-launch of the
EMBRAER 170/190 program, a
new family of business jets between
70 and 120 seats.
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ABOUT
EMBRAER
2001
2004
2017
2018
2021
2018
2005
2019
2022
2001 – Launch of PEE (Specialization Engineering
Program), a master’s program in partnership with ITA
(Technological Institute of Aeronautics), as well as
the Embraer Institute.
2004 – Start of deliveries of jets of the EMBRAER
170/190 family, recognized worldwide as the E-Jets.
2005 – Launch of the Phenom 100 and Phenom
300 jets. After a successful experience with the
Legacy jet, Embraer reasserts its commitment to the
Executive Aviation market, expands its portfolio,
and expands its global customer support network.
2017 – Creation of the Services & Support
area, a new organizational structure dedicated
to supporting Embraer aircraft operators
and offering agnostic services.
2018 – Presentation of Praetor 500 and
Praetor 600 business jets. Start of deliveries
of the second generation of E-Jets, the E2.
2019 – Delivery of the first KC-390 to FAB.
It is the beginning of the operations of the
most sophisticated aeronautical project
developed in Brazil.
2020 – Performance of the plan to protect
people and overcome the global crisis caused
by the pandemic.
2021 – Embraer strengthens its ESG
commitment by introducing a group of
sustainable initiatives, with goals of diversity,
inclusion, governance, and emission reduction.
2022 – IPO of EVE, the first company incubated
by Embraer-X, and dedicated to accelerating
the Urban Air Mobility (UAM) ecosystem.
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Fit for Growth &
FINANCIAL
PERFORMANCE
12
FIT FOR GROWTH &
FINANCIAL PERFORMANCE
Fit for Growth &
FINANCIAL PERFORMANCE
In 2022, Embraer exceeded the financial indicator forecasts dis-
closed at the beginning of the year: Adjusted EBIT, Adjusted EBI-
TDA, and Free Cash Flow. Results that reflect better operational
efficiency compared to previous years.
Compared to 2021, the company increased the delivery of Com-
mercial and Executive aircraft by 12.7%, from 141 to 159 aircraft in
2022, posting a revenue of 8.2% (in USD) higher. Detailed results
of the company’s financial performance are available in the Ma-
nagement Report.
159 COMMERCIAL AND EXECUTIVE
AIRCRAFT
DELIVERED IN 2022
Learn more:
Financial Statements (only in Portuguese)
Release of Deliverables and Backlog
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FIT FOR GROWTH &
FINANCIAL PERFORMANCE
OPERATING INCOME
In 2022, the adjusted result and operating
margin (EBIT) were USD 270.3 million and 6%,
respectively.
The increase of about 13% in the number of de-
liveries of Commercial and Executive Aviation,
with a consequent increase in its revenues,
the increase in average prices coupled with a
more favorable product mix and cost control
measures largely explain the better profitabili-
ty posted in 2022 vis-à-vis 2021.
Embraer’s shares have been listed on the
Novo Mercado Listing of the São Paulo Sto-
ck Exchange (B3) since 1989 and on the New
York Stock Exchange (NYSE), through the level
III American Depositary Receipts (ADRs) pro-
gram, since 2000.
At the end of 2022, Embraer’s shares traded on
B3 - EMBR3 – were quoted at BRL 14.31, a 42%
devaluation compared to BRL 24.82 at the end
of 2021. The American Depositary Shares (ADSs)
listed on NYSE - ERJ – reached a price of USD
10.93, accounting for a devaluation of 38% com-
pared to USD 17.75 in the previous year.
Revenue by Segment
Net Rev. USD Billion
4,2
4,5
27%
28%
1%
14%
10%
27%
27%
Revenue by Region
Net Rev. USD Billion
4,2
4,5
3%
4%
11%
5%
27%
1%
2%
11%
19%
31%
34%
Services & Support
Defense & Security
Executive Aviation
Commercial Aviation
52%
63%
Others
Brazil
Asia-Pacific
Latin America
Europe
North America
2021
2022
2021
2022
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Commitment to
THE FUTURE
15
ESG
Embraer maintains its sustainability strategy and planning, announced at the end of 2021, with long-term ESG goals. Focused on decarbonizing
aviation through the development of more sustainable products, services, and technologies, as well as strengthening its historical performance
in social responsibility, the company advanced and, in 2022, its goals evolved and achieved concrete results on several fronts.
E / Environmental
S / Social
G / Governance
Carbon neutral
growth from
2022
Maintain
the Ethics &
Compliance
Program, fully
aligned with global
standards
Maintain
the highest
international
standards of
governance
Commitment to
50% diversity in
hiring across all
gateway programs
by 2025
Provide professional
qualification in
technology for
1,500 people from
minority groups by
2025 through the
Social Tech Program
100%
electricity
from
renewable
sources by
2030
Carbon
neutrality in
operations
until 2040
Products for
zero-carbon
aviation
by 2050
2022
2030
2040
2050
Continuous training in
Diversity & Inclusion
Maintain the approval of
more than 80% of Embraer
high school students in
public or private universities
with a full scholarship
Maintain high product
safety standards
and full alignment
with international
requirements
Have 25% of women
in Embraer’s
Master’s Program
in Aeronautical
Engineering by 2025
Have 20% of
women in senior
leadership
positions by 2025
Learn more:
Sustainability
Indicators
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ESG
ENVIRONMENTAL
RENEWABLE ENERGY
In 2022, the company signed a power purchase agreement that ensures that
100% of the electricity acquired by Embraer in Brazil is from renewable, wind, and
solar sources, starting in 2024.
With this agreement and the acquisition of Renewable Energy Certificates
(RECs), Embraer will zero its Scope 2 carbon emissions in Brazil one year earlier
than announced in its corporate goal.
Electricity consumption in its operations in Brazil accounts for about 70% of
the total consumed in all its operations around the globe. In 2022, assessments
and discussions were also started with the teams in Portugal and the United
States so that, by 2030, 100% of the electricity consumed by Embraer will be from
renewable sources in all its operations worldwide.
Learn more:
Sustainability
Indicators
17
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ESG
CARBON NEUTRALITY
Embraer focuses on three main actions to achieve carbon neutrality of its operations by 2040. They are:
Energy efficiency
of its operations
Use of 100% electricity from
renewable sources
Increased use of SAF* on test
and demonstration flights
*Sustainable Aviation Fuel
As concerns energy efficiency and use of electricity 100% from renewable sources, in 2022 several initiatives were implemented, with special emphasis on:
Solar heating installation at the
Gavião Peixoto unit
Changes in processes and automation of machines
at the Ozires Silva unit
The installation of solar panels at the Gavião
Peixoto unit was carried out with a view to
supplying heated water to its restaurant. The
photothermal solar panel is a highly efficient
and widely used technology in Brazil, capable
of converting sunlight, an infinite and free
source of energy, into heat. Estimates are that
this project will reduce each year approxima-
tely 40,000 m3 of natural gas consumption
and avoid the emission of about one hundred
tons of carbon (CO2e) into the atmosphere.
Practices similar to this have already been im-
plemented at the Ozires Silva and Eugênio de
Melo units in Brazil, and are strategically linked
to Embraer’s emission reduction targets.
Two relevant efforts were implemented at the Ozires
Silva unit to reduce electricity consumption:
• One of them was dedicated to reviewing the process of
heat treatment of metal parts manufactured in the com-
pany, which occurs in a large air furnace and requires
large amounts of power, especially when starting the
device’s use. At no cost and with a potential reduction
of up to 218 MWh of electricity per year, they represent
around sixteen tons of avoided carbon emissions.
• And the other consisted in creating a strategy of automa-
tic activation and disconnection of the machining ma-
chines. This initiative required a change in the operating
logic of the machines and implies a reduction in annual
electricity consumption of up to 145 MWh per year, avoi-
ding the emission of, on average, ten tons of carbon into
the atmosphere.
Installation of photovoltaic panels in the Ede unit
The Embraer Equipment Division (EDE), a unit dedicated to the ma-
nufacture of landing gear in São José dos Campos, São Paulo, recei-
ved the installation of photovoltaic solar panels in one of its adminis-
trative buildings. This technology is capable of transforming sunlight
into electricity, and estimates are that power thus generated will be
sufficient to supply the building, producing around 42 MWh, poten-
tially avoiding up to ten tons of carbon in the atmosphere per year.
Use of biomethane gas in the Gavião Peixoto unit
In 2022, the company implemented a pilot project to replace
natural gas (non-renewable source) with biomethane in several
production processes at the Gavião Peixoto unit. Biomethane is a
renewable source gas, generated in the process of decomposing
organic matter.
Comparative analyses of the performance of equipment and sys-
tems were carried out, with a positive outcome that will serve to
replicate the project in other units and production processes.
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ESG
ADVANCES TOWARDS ZERO-CARBON AVIATION
Embraer plans, for 2026, its fully electric
and zero emission vertical take-off and
landing vehicle, the eVTOL, which will
be able to transport passengers through
cities, transforming urban mobility. As for
Commercial Aviation, the company intends
to make the first flight of its hydrogen-elec-
tric demonstrator by 2025.
Another step towards more sustainable
aviation is the next-generation turboprop
program. In early stages of development, and
100% SAF-compliant, this aircraft is destined
to revolutionize the industry, reducing CO2
emissions by up to 15% compared to others
in the industry. In current projections, the
company predicts that the new turboprop
will start operating in 2028.
By 2045, the first flight of Embraer’s hy-
drogen-powered turboprop is expected
to occur. For 2050, the goal is to have E2
powered by hydrogen or similarly sized air-
craft soaring to the skies.
Regarding the use of SAF, the goal is to account for 25%
of tot al fuel use by 2040. As the production of SAF in
Brazil is still zero, Embraer initiated a process for procu-
rement of this product in the United States, for Melbour-
ne site operations*.
Purchase of SAF cargo
In July 2022, Embraer and Raízen (a global bioenergy
company) signed a Letter of Intent with the commit-
ment to further the development of the sustainable
aviation fuel production ecosystem – SAF, thus rea-
ffirming the sustainability agenda of both companies.
Among all intentions, Embraer seeks to become the
first company to use this fuel to be produced in Bra-
zil, which may be distributed by Raízen. This initiative
benefits the air transport industry worldwide, and
the use of this type of technology is a pivotal part
of Embraer’s strategy regarding carbon neutrality in
operations until 2040.
Learn more:
Purchase of SAF cargoes
Learn more:
eVTOL
Energia Family
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ESG
E195-E2 IS THE MOST
SUSTAINABLE
aircraft in its category
EMBRAER’S E195-E2 AIRCRAFT IS THE QUIETEST AND MOST EFFICIENT IN THE WORLD
Operating on short- and medium-haul routes,
E195-E2 is the most efficient aircraft on the
market, and considered the most sustainable in
its class, with a 25% lower fuel consumption than
the previous generation, and 17% lower emissions.
E2 has the lowest external noise levels and
longest maintenance intervals in the single-aisle
jet category: 10,000 flight hours for basic checks
and no time limit for typical E-Jets operations. This
means an additional fifteen days of use over a ten-
year period compared to the current generation.
As the aircraft consumes less fuel, it has greater
flight range while being 50% quieter and emitting
up to one-third less carbon dioxide. The economy
of E195-E2 coupled with its comfort allows the
operator to increase capacity and delight their
customers.
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ESG
SOCIAL
Embraer seeks to be a plural and human company that respects the
individualities of each collaborator. Valuing characteristics and behaviors,
the company praises that every human being is part of a process, and
always seeks to offer the necessary support for its collaborators to
perform their assignments with a sense of belonging.
With a focus on the inclusion and representativeness of all people, and
efforts directed at minority or underrepresented groups to be part of the
company in a genuine way, Embraer has corporate goals for Diversity &
Inclusion and makes this a cornerstone of its culture.
Learn more:
Sustainability
Indicators
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TALENTS
Inspired by all the learning gathered over the critical period of the Covid-19 pandemic, 2022 saw the implementation of new work models, focusing on the hybrid
model, in which part of the professionals work in person and part remotely. The company realized the need to support its leaders and collaborator, so that this
adaptation was efficient, changing new behaviors into new habits.
THE FUTURE OF WORK
TALENT ATTRACTION AND RETENTION
In 2022, the company created a global project entitled “Future of
Work,” managed based on an Agile methodology (based on the
Scrum framework) with weekly sprints, and engaging more than
50 collaborators, who represented Embraer’s major areas.
Diagnostics and adjustments were made in different processes
to improve the experience of collaborators, who were working
100% remotely or hybrid, in addition to guiding their leaders in
the management of teams and supporting the business needs in
the face of changes in the current corporate world.
The concept of asynchronous communication (non-simultaneous
communication) has been implemented as a capital point of
mindset change within the company, being essential for hybrid
work, fostering transparency, and avoiding excessive meetings
and interruptions.
The project made the company review new work scenarios that,
connected to the business vision, the pillars of culture and the
expectations of collaborators, allowed to build an adaptive and
bold work model.
For Embraer, attracting and retaining the best talent are primary
goals. In 2022, Embraer had more than two thousand and seven
hundred vacancies filled. The company carried out an active sear-
ch for the best candidates, especially on the LinkedIn platform, in
addition to being present at fairs and career events at institutions
such as ITA (Technological Institute of Aeronautics), POLI USP
(Polytechnic School of the University of São Paulo), UFMG (Fede-
ral University of Minas Gerais), and other relevant universities in
Brazil, thus advancing the selection process with interviews and
simultaneous hiring. This selection process model, called selec-
tion sprints, resulted in swift hiring for various positions in pro-
duction and production support areas.
Alongside the personnel of Talent Acquisition, Information Tech-
nology, Medical Team, and Payroll and with the support of an ex-
ternal partner, the company mapped the journey of the new Em-
braer collaborator, in order to assess the possibilities of improving
the hiring process. With this initiative, newly hired collaborators
and leaders were interviewed with the purpose of better unders-
tanding customer experience, using Design Thinking techniques
for interview and user journey.
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GATEWAYS, INTERNSHIPS, AND YOUNG APPRENTICES
Overall, forty collaborators attended Data Scien-
ces subjects, and fifty-one collaborators took the
subjects on Embedded Software. In December
2022, the class was concluded with the approval
of the thirty-five professionals, thirty-three of
whom were hired by Embraer.
Embraer’s goal is to draw the new generation of
aviation talent and provide candidates with great
convenience and experiences, in a diverse and
inclusive environment, so that each professional
becomes the main player in their own development
and career.
WORKING MODELS
ON-SITE: Five days in person
(productive areas and production
support)
HYBRID: On-site + Remote
(up to two days in person)
100% REMOTE: Five days remote
Based on these three models, the
company tested and validated the
foundations of Future of Work, such as
updating employment agreements, how
to offer infrastructure services such
as food and transportation, as well as
issues of home-office allowance and
assistance during the pandemic.
In 2022, Embraer’s Internship Program filled five
hundred vacancies in two cycles and is expected
to fill another three hundred vacancies in the first
half of 2023, with a new cycle of applications
for candidates from all over Brazil. In addition,
the Summer Internship was also launched, with
thirty vacancies and a duration of two and a half
months with opportunities in several areas, and in
face-to-face, hybrid, or 100% remote work models.
Embraer, in concert with Senai (National Service
for Industrial Training) for young apprentices,
opened new classes in 2022, with about two
hundred participants in the São Paulo cities
of Gavião Peixoto, Botucatu, and São José dos
Campos. It also maintained the partnership for
FORMARE, a professional qualification program
aimed at young people in situations of economic
and social vulnerability, earmarked for logistics
students in the city of Gavião Peixoto.
Also in 2022, the first class of the Software
Specialization Program – PES was formed. Held
in partnership with UFPE (Federal University of
Pernambuco), this is a Non-Degree Graduation
Program in Embedded Software and Data Science,
with subjects taught by professors from UFPE and
with the participation of Embraer professionals.
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GPTW CERTIFICATION
LEADERSHIP ACADEMY
Embraer has been
recognized as one
of the best com-
panies to work in
a survey performed by Gre-
at Place to Work®, a global
consulting firm that supports
organizations to achieve the
best results through a cultu-
re of trust, high performance,
and innovation.
The GPTW Certification was
launched in Brazil in 1997 as
a seal that recognizes organi-
zations that develop a work
of excellence with their colla-
borators.
One of the highlights in the sur-
vey was Embraer’s contribution
to society. Leader of an indus-
try deemed strategic owing to
the cutting-edge technology it
develops, the company gathers
talents with high capacity to
generate innovations with po-
sitive impacts on the economy.
In 2022, the company carried out continuous
actions for the development of its leaders. Wi-
thin the “Leadership Academy”* topics were
worked on Culture, People Cycle, Business, Fu-
ture of Work, and Diversity. For the Future of
Work topic, the company combined efforts to
customize a global training on hybrid manage-
ment for supervisors and managers. Senior lea-
ders were also trained to be facilitators of this
topic for new leaders.
Learn more:
Talent Management
All new company leaders also undergo training, which
includes understanding all company processes,
people management, and culture. In 2022, there
were three classes of new leaders.
The portfolio of training performed in 2022 is extensive
and covered specific training on Diversity and Inclusion,
Culture, Compensation, Confidential Processes, and
Communication, the latter focusing on “communicate
to lead.” Overall, there were one hundred and
sixty-six training classes for leaders, totaling
almost five hundred hours of training.
* Development program in management,
leadership, and innovation.
EMBRAER CULTURE
In 2022, the company made important advances in the evolution of its culture. All
company’s leaders and collaborators participated in training and a number of enga-
gement and communication efforts, which prompted reflection and strengthened the
movement of change for an increasingly integrated company, with diversity and inclu-
sion, focused on results, agile and efficient. The leap in this evolution could be quan-
tified through the engagement survey, carried out in concert with Great Place to Work.
In just one year, the company had an increase from 72% to 78% in overall favorability
in relation to the topic, in the perception of more than 8,000 collaborators worldwide.
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DIVERSITY & INCLUSION
Embraer values the history and particularities of people, so it always seeks to build
diverse teams, with initiatives aimed at the inclusion of underrepresented groups. Wi-
thin the company, it is important that all people are represented, both in the staff and
especially in leadership positions, regardless of their characteristics.
Social Tech
reated in 2021 in partnership with the Institute of Management and Information Technology
(IGTI) with a view to fostering the professional qualification of minority or underrepresented
groups. In its first edition, Social Tech had as participants people with disabilities and, in
2022, the program continued, this time aimed at black people, with more than ten thousand
candidates for a thousand vacancies. Throughout the course, which provided two hundred
and forty-four hours of study, students learned to work with the Python programming
language, which has applications in data science, artificial intelligence, and automation,
through the bootcamp methodology*. Participants make up the talent pool of Embraer and
partner companies in future selection processes. Besides being relevant to the market,
Social Tech is a program that integrates the company’s affirmative actions.
*Type of immersive training destined for the
development of important skills in several areas.
Course with
244 HOURS
IN PYTHON PROGRAMMING
LANGUAGE.
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ESG
EMpower Women
Embraer has the corporate goal of having 20% of women in
the company’s senior leadership by 2025. To pave the way
for such achievement, the company created, in 2022, the
Women’s Training Program with a focus on accelerating the
development of their careers.
This training takes place within the company’s corporate
training platform, which provides continuous development
programs and training for the entire company. The program’s
first class will start in February 2023.
Learn more:
Ecosystem Accelerating Careers
Embraer participated in the 33rd Annual Conference
of Women in Aviation (WAI) in Nashville, USA, and
the 34th Conference of the International Association
of Women in Aviation (IAWA) in Lisbon, Portugal.
Both events aimed to further, support, discuss, and
expand the presence of women and their careers in
this mostly male segment, globally.
In 2022
16%
WOMEN
OF
HELD MANAGEMENT
POSITIONS
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EMBRACE
GRI 404; 405
Embraer’s voluntary, colla-
borator -driven affinity group
or ERG (Employee Resource
Group) created in 2019 to
welcome underrepresented
groups and diversity, equity,
and inclusion agenda in the
company. Through actions and
initiatives structured around
the commemorative dates for
these groups, throughout the
year, the agendas raised by
Embrace were addressed.
At Embraer Brasil, the groups
represented by the program are:
• Women
• Persons with Disabilities
• Black People
• LGBTQIA+ people
ESG
1ST INTERNATIONAL
WOMEN’S CONGRESS
ON STEAM
Embraer participated in the 1st
International Congress of Women
in STEAM (Science, Technology,
Engineering, Arts, and Mathema-
tics), held at the Technological
Park of São José dos Campos,
São Paulo. The event, organized
alongside professors from the Te-
chnological Institute of Aeronau-
tics (ITA), aimed to strengthen the
connections among scholarship,
industry, and political agents to
internationally further initiatives
targeted at Science, Technology,
and Innovation (ST&I) that rely on
the performance of women. Du-
ring the congress, Embraer and
Embraer-X presented an interac-
tive exhibition on women working
in the company’s innovation, en-
gineering, and technology areas.
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WORKER SAFETY AND HEALTH
At Embraer, safety always comes first,
whether in the products offered or in
the operations carried out. The com-
pany has a set of prevention practices
to protect collaborators from occupatio-
nal risks and accidents, providing a safe
and healthy work environment, with the
best conditions for everyone to perform
their tasks.
Occupational safety indicators are as-
sessed monthly under the supervision of
the company’s leaders, both in organiza-
tional visibility meetings with the boards
and in Board of Directors’ meetings.
A new Integrated and Cooperative Sys-
tem, which includes Global, Regional,
and Local Management, was created in
2022, aiming at synergies so that all data
and information is treated more actively
and objectively, integrating the work of all
units of the company around the world.
Seeking to increase the well-being of
the team that operates in the company’s
operations, Embraer invested in innova-
tion and purchased its first exoskeletons,
robotic equipment that help the human
body to develop certain tasks, in addition
to assisting in human joints. Dressing the
equipment brings support to movements
and reduces the need for human stren-
gth, collaborating with the team’s safety
and ergonomics.
*Environment, Health and Safety.
Learn more:
Sustainability Indicators
ESG
SAFE ENVIRONMENT PROGRAM
Present at Embraer since 2018, the program aims to address
occupational safety with preventive data that can be contri-
buted by anyone, whether collaborators, contractors or visi-
tors. The insertion of information happens via cell phone or
computer through QR Codes spread throughout the company.
Any and all unsafe situations spotted by any person should be
reported through the program, for latter handling and resolu-
tion in the shortest possible time.
In this manner, the company maintains a tracked database
with all reported situations and their resolutions, thus being
able to act in the prevention of accidents and incidents,
making the environment always safe.
In 2022, the process of unifying platforms of this program be-
gan, making it even more agile and robust.
WELL-BEING PROGRAM
The Well-Being Program contributes to a better quality of
life for active collaborators, direct dependents, and interns.
In order to reduce health risk factors, the program encou-
rages the practice of beneficial habits and provides facili-
tating means in order to introduce a healthier lifestyle into
daily life. In 2022, twenty-seven thousand people were im-
pacted by the vaccine benefit, including collaborators and
their dependents.
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CORPORATE SOCIAL RESPONSIBILITY
For more than 20 years the Em-
braer Institute has supported
education in Brazil to build a fairer
and more inclusive country, main-
taining two full-time high schools
for students from public schools
and low-income households in
São José dos Campos and Botu-
catu, in the State of São Paulo.
To them, a contingent of paying
students (20% of the total student
body) is added, reaching a total of
800 students in 2022.
The resumption of face-to-face
school classes was one of the
high points of the year 2022. With
this, new programs were laun-
ched, such as the 1st edition of
the Embraer Institute of Science
and Technology Olympiad, targe-
ted at furthering the interest of
elementary and high school stu-
dents in Science & Technology, in
addition to fostering social inclu-
sion through a healthy competi-
tion that generates knowledge.
In addition, the schools achieved
a remarkable result of students
approved in the entrance exam,
with 75% of approval in public or
private universities with scholar-
ship.
Another major initiative of the
Embraer Institute revolves around
the response to climate emergen-
cies. The Institute joined the cam-
paign to donate necessity goods,
integrating into the hall of organi-
zations that sent aid for the floods
that struck the state of Pernam-
buco in 2022, serving more than
1,000 people of the area’s vulne-
rable population.
GRI 413
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VOLUNTEER PROGRAM
The Asas do Bem volunteer program mo-
bilized collaborators, who presented the
factories of São José dos Campos, Bo-
tucatu, Eugênio de Melo, and Sorocaba
to students, contributing to the dissemi-
nation of aeronautical culture in the re-
gions where Embraer conducts business.
In 2022, 440 students visited the com-
pany’s production units.
Since the start of operations in 2001:
8 THOUSAND PEOPLE
+
IMPACTED BY THE ACTIONS OF
ENGAGEMENT WITH SO CIET Y
4 THOUSAND STUDENTS
+
GRADUATED FROM EMBRAER SCHO OLS
75% STUDENTS
of
APPROVED AT TOP UNIVERSITIES
Learn more:
Sustainability Indicators
ESG
DIVERSE SCIENCE
The Embraer Institute held
the second edition of Ciência
Diversa, a program to encou-
rage the formation of groups
underrepresented in Science
& Technology. In 2022, the
topic addressed was “Black
People in Science,” with a
focus on non-profit Civil So-
ciety Organizations (CSOs)
that develop projects for bla-
ck and mixed-race people.
The social action invested
BRL 380,000 in two institu-
tions that perform activities
aimed to encourage training
in STEM areas (Science, Te-
chnology, Engineering, and
Mathematics) and that have
a minimum of 60% of black
people and aged between 6
and 24 years among the be-
neficiaries. The organizations
chosen will perform the pro-
jects in 2023.
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IN 2022
40ORGANIZATIONS
RECEIVED SUPPORT
FROM THE EMBRAER
FOUNDATION
TO CARRY OUT
PROJECTS
EMBRAER FOUNDATION
In order to cement its corporate social
responsibility strategy in the United
States, Embraer created in 2016 the
Embraer Foundation, sister organiza-
tion of the Embraer Institute, which
operates on three fronts: volunteering,
social and environmental partnerships,
and entrepreneurship.
The pillars are aligned with the Com-
pany’s global social responsibility stra-
tegy and respect the particularities of
social investment in the United States.
In 2022, more than 400 volunteers en-
gaged in the social activities developed
by the Foundation, totaling about 3,300
hours. In the partnership pillar, 40 orga-
nizations received support from the Em-
braer Foundation to carry out projects.
Learn more:
Embraer Foundation
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GOVERNANCE
Embraer seeks to ensure the highest level of corporate integrity and
ethics in all its businesses. The corporate governance model adopted
has a business management focused on sustainable growth, meeting the
highest Brazilian and international market standards.
RANKING FIRST IN GOVERNANCE
In 2022, Embraer S.A. ranked first in corporate governance in
the survey of the Época Negócios 360º Yearbook, which aims to
identify and disseminate the best business practices in Brazil.
Conducted in concert with Fundação Dom Cabral, the ranking
recognizes the best in each of the six dimensions of the survey –
financial performance, corporate governance, innovation, people,
sustainability, and vision for the future.
The 2022 edition of the yearbook presented a record number
of registrations, with four hundred and twenty participating
companies divided into twenty-five sectors, and recognized the
company’s Corporate Governance practices, which are established
to the highest international standards.
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ETHICS AND COMPLIANCE
Embraer’s Compliance Program initiatives are based on risk assess-
ments, which serve as a starting point for strategic planning applied to
the program’s pillars. The purpose of strategic compliance planning is to
ensure that all initiatives are aligned and incorporated into the company’s
operations, according to the risk assessment carried out.
COMPLIANCE PROGRAM GOALS
1
To foster a culture of ethics and integrity ba-
sed on Embraer’s Values and Code of Ethics
and Conduct, as well as the anti-corruption
laws applicable to the company.
2
To support Embraer’s other
in preventing
departments
risks, spotting red flags, and
improving processes.
ESG
COMPLIANCE PROGRAM PILLARS
• Corporate Governance
• Risk Management
• Policies and Procedures
• Training and Communication
• Helpline
• Monitoring and assessment
of compliance risks
• Compliance in relationships with
Third Parties
• Audit and Continuous Improvement
KAIZEN & OFFICE FLOOR MANAGEMENT
The Kaizen philosophy – which means continuous improvement in
Japanese – is already adopted by Embraer in its production processes,
and is now also part of its Compliance Program. This is the first
administrative area of the company to work on a pilot project called
Compliance Office Floor Kaizen, which was conducted in three of its
main processes: Due Diligence, Know Your Customer, and Hospitality.
FLY RIGHT
New tool, which had its initial implementation in 2022, and will have
the other implementation phases carried out in 2023, and centrali-
zes the Compliance processes in a single platform, optimizing the
approval flows, activity management, monitoring and addressing of
risks in the company.
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TRAINING CARRIED OUT IN 2022
The following trainings were provided by the Compliance area during the 2022
accounting year:
• Compliance Processes – (refresher): (Hos-
pitality, Gifts, Events, Due Diligence, Know
Your Customer, Risk Assessment, Monito-
ring, Red Flag & Blocklist, Donations, Spon-
sorship, Helpline, Membership) – Taught to
Compliance Officers and also Agents, Am-
bassadors, and Requesters, as applicable;
• OFAC (Office of Foreign Assets Con-
trol) Training – For Compliance Officers,
Agents, and Ambassadors;
• Anti-Corruption Compliance Training –
Taught by the law firm Maeda Ayres & Saru-
bbi to the Compliance team of Embraer S.A.
and group companies, in addition to the Hel-
pline investigation team;
• Bribery and Corruption: Doing Business in
High-Risk Countries
Target audience: the entire leadership of
Embraer S.A;
• Ethics & Compliance Management Pro-
gram: A Story
Target audience: the entire leadership of
Embraer S.A;
• Bribery and Corruption: A Story About Glo-
bal Bribery
Target audience: the entire leadership of
Embraer S.A;
• Conflicts of Interest – Managing and resol-
ving conflicts of interest involving gifts and
gratuities in business
Target audience: the entire leadership of
Embraer S.A;
• Compliance Training for the Board of Di-
rectors and Executive Board’s members
– taught by a lawyer specialized in FCPA.
ESG
THINK AND RETHINK
New edition of the Compliance communication
campaign for 100% of collaborators. In 2022, the
main topic revolved around raising awareness on the
use of the whistleblowing channel – the Helpline – en-
couraging collaborators to identify the situations in
which the use of the channel is recommended.
COMPLIANCE DAY
Held on the week of the international anti-corruption
day, December 9, for 100% of collaborators, the event
was attended by members of Embraer’s Board of
Directors and Executive Board, as well as external
guests, experts in FCPA*, and the Brazilian Anti-
Corruption Law.
The lectures and roundtables highlighted the challen-
ges, trends, and future of Compliance both in the ae-
rospace industry and in other sectors of the economy
and facilitated the interaction among collaborators
and speakers.
* Foreign Corrupt Practices Act - The United States Corrupt Practices
Act, which is considered the pioneering anti-corruption law abroad
and came into force in 1977.
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OPERATIONAL SAFETY AND PRODUCT QUALITY
IMPLEMENTATION OF THE SAFETY
MANAGEMENT SYSTEM (SMS)
In 2022, Embraer actively participated in the
review and development of the SM-0001 stan-
dard, focused on operational safety, contribu-
ting to the implementation of SMS* for the en-
tire aeronautical industry around the globe. In
the company, SMS was firstly implemented in
all its U.S. maintenance units, and the imple-
mentation of SMS for OGMA** maintenance
units in Portugal was finalized. As a result, all
the company’s European maintenance units
are already able to meet the new regulations of
EASA – The European Aviation Safety Agency,
which will be mandatory by the end of 2024.
In Brazil, the company joined forces with
ANAC – National Civil Aviation Agency to devi-
se the Brazilian operational safety regulations
for the aeronautical industry.
* SMS is a global, systematic, and standardized approach
to managing operational safety risks for the aeronautical
industry.
**Aeronautical Industry of Portugal
OGMA SAFETY SUMMIT
The OGMA Safety Summit – Conference on Safety Mana-
gement System – gathered in Alverca, Portugal, four ex-
perts from the areas of Safety and Quality to address topi-
cs of Operational Safety. Among professionals, specialists
and the OGMA team, the event had about one hundred
participants, from twenty-seven entities of the aeronau-
tical community.
II OPERATIONAL SAFETY
AND QUALITY WEEK 2022
For the second year in a row, Embraer
joined the themes of Operational Safety
and Quality in a single week dedicated
to discussing with external experts, the
senior leadership of the company and
collaborators, success cases, challenges,
and trends for these two capital topics for
the aeronautical industry. The event was
online and open to 100% of collaborators,
and all content is available for reference
on the intranet, further affirming the
company’s culture of safety and quality.
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INNOVATION
36
INNOVATION
INNOVATION
Embraer believes that collaborative innovation is the best way to co-
-create the future, adding value to all its stakeholders and society. The
efforts seek to contribute in a relevant way to the technological advan-
ces of Brazil and the markets in which it operates. In practice, Embra-
er’s evolution and innovation journey is carried out every day through
the commitment of collaborators and networking taking the whole
ecosystem into consideration, i.e., partners, government, universities
and research institutions, suppliers, startups, and customers.
Within this perspective, once again the company’s innovative profile
stood out on the Brazilian scene. The company was one of the hi-
ghlights of the 2021/2022 edition of the National Innovation Award,
an initiative of the Business Mobilization for Innovation (MEI),
carried out by the National Confederation of Industry (CNI), and the
Brazilian Micro and Small Business Support Service (SEBRAE).
In the award, held to encourage and recognize the efforts of ins-
titutions that operate in the Brazilian innovation ecosystem, Em-
braer won in the “Product Development” category, “Large Com-
panies” modality.
In 2022, about 46% of the company’s revenue came from
innovations that occurred over the last five years. Investment
in technological development and innovation remained stable,
on the order of 5% of annual revenue.
INOVAÇÃO
IN 2022, ABOUT
46%OF THE COMPANY’S
REVENUE CAME FROM
DEVELOPMENTS
MADE IN THE LAST
FIVE YEARS.
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INNOVATION
AWARDS
HIGHLIGHTS
NATIONAL INNOVATION AWARD
The Brazil’s largest innovation award, conducted to en-
courage and recognize the efforts of institutions opera-
ting in Brazil: 1st place in the product innovation category
with the case of Eve Urban Air Mobility.
AWARD VALOR INOVAÇÃO BRASIL 2022
In its 8th edition, Embraer ranked as the third most in-
novative company in Brazil and the first in the Capital
Goods Sector.
BRAZIL 5.0 DIGITAL TRANSFORMATION
AWARD 2022
National highlight with the pro-
ject “Leveraging Digital Transfor-
mation in Products and Talents”
organized by Manifesto & Prêmio
2022, which furthers the develo-
pment of projects for Innovation
and Digital Transformation of Pro-
cesses and Business Models.
DESIGN SYSTEM PLATFORM [DS]
Development of a standard library of design, ob-
jects, colors, text sources, and active components
that allow software development teams to create
prototypes and solutions with significant time and
cost savings, while keeping designs standardized
with the brand’s visual identity.
INCEPTION OF THE INNOVATION LAB
Place that allows fast execution of tests and proto-
types, which has methodologies and tools supported
by the Product Design concept.
EMBRAER INNOVATION
ECOSYSTEM PORTAL
Launched in 2022, the portal furthers governance,
programs, events, content, pages, and news pertaining
to innovation at Embraer, maximizing the company’s
global innovation potential through integration and
greater visibility of structuring actions.
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INNOVATION
INNOVATION
The Innovation Verticals are Innovation priorities under study by Embraer. In 2022, the highlight is the advance in the Business
agenda of Zero Emission and Autonomous Flight Verticals, especially the direct investment in XMobots by Embraer Ventures.
In addition, in 2022 two new Verticals were approved for Incubation: Cybersecurity and Passenger Experience.
VERTICAL ZERO EMISSION
Embraer and Collins Aerospace are collaborating on the development and
testing of an innovative electrothermal heating technology based on carbon
nanotubes (CNT) for ice protection systems.
This electrothermal CNT technology is more energy-efficient, lighter, and uses
greener manufacturing processes than current systems, and the company
believes it will become the future standard for ice protection – including in
more electric aircraft designs.
The new solution was successfully installed in the vertical stabilizer of
a prototype Phenom 300E*. Collins’ CNT heater and anti-icing system
underwent about ten hours of ground testing and “dry air” flight. In 2022, the
project reached an important milestone by starting a flight test campaign at
the Gavião Peixoto unit, São Paulo.
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ZERO EMISSIONS STARTUP DAY
INNOVATION
Embraer has concluded
its first
“Start-Up Day” with a view to en-
couraging startups with the most
cutting-edge technologies to join
the sustainable flight initiative of
the Energia Program. The company’s
goal is to select organizations to
partner with the Energia Program,
develop technologies with the grea-
test potential to address the challen-
ges of the climate crisis, considering
that startups have a significant role
in overcoming certain challenges.
At the first meeting, held in 2022, si-
xteen organizations from around the
world introduced their technologies to
the Program team, each focusing on
one of four critical areas: electric and
hybrid powertrain, fuel cells, hydrogen
storage, and battery technology.
Embraer is connected and works
closely with agile innovators, and
believes that the growth of the
ecosystem of small startups with
technology experience has a huge
contribution to make – when the
opportunity is offered. The event
drew relevant organizations from
around the world, including France,
Germany, the Netherlands, South
Korea, the United Kingdom, and the
United States.
Embraer believes that some of the
technologies needed for aviation
have not yet been developed, and
that it is essential to harness all the
talent available in the world to find
answers that work, are accessible
and practical in the real world.
The quality of interactions and the
potential capabilities of the tech-
nologies presented drove the com-
pany to plan more events such as
Start-Up Day, including other areas
of interest such as design projects
aimed at sustainable cabin, connec-
tivity, ground handling, clean power
generation and more.
HYDROGEN FUEL CELL
DEMONSTRATOR
With the first flight scheduled
for 2025, the company has ad-
vanced the conceptual design
of the aircraft. Based on the
Ipanema platform, in 2022 the
project made an important ad-
vance in its technical feasibility.
Learn more:
Energia Program
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INNOVATION
PARTNERSHIPS FOR R&D & INNOVATION
CPQD CAMPINAS & EMBRAPII
The partnership with CPQD Campinas (Telecommunications Research
and Development Center) and EMBRAPII (Brazilian Industrial Resear-
ch and Innovation Company) for the research on high-voltage batteries
applied to aeronautics. The purpose is to allow that Embraer further
develops batteries applied to the aeronautical production system.
FAPESP
Partnership with FAPESP (São Paulo State Research Foundation)
to research recycling and disposal of high-voltage batteries.
ITA & FAPESP
Partnership with ITA (Technological Institute of Aeronautics) and
FAPESP (São Paulo State Research Foundations), with a shared in-
vestment of BRL 48 million over the next five years in an Enginee-
ring Research Center (CPE) for the air mobility of the future, based on
three pillars: low carbon aviation, autonomous systems, and advanced
manufacturing. In 2022, the institutions jointly described the scope of
research and the main activities to accomplish the partnership that
proposes innovative technological solutions that will enhance the
competitiveness of the global innovation ecosystem.
WIDERØE E ROLLS-ROYCE
Embraer, Widerøe, and Rolls-Royce have announced plans to stu-
dy a zero-emission concept regional aircraft. The twelve-month
cooperative study – in the context of pre-competitive research &
development – will address the demands of passengers to stay con-
nected, in a post-covid-19 world, in a sustainable way, in addition
to seeking to accelerate the technological knowledge required for
such transition.
New technologies will allow countries to continue to support pas-
senger mobility, while reusing most existing infrastructure in a
more sustainable fashion. Advances in scientific research could
make clean, renewable energy a major catalyst of a new era of re-
gional aviation.
Among other topics, the research will cover a wide array of new pro-
pulsion technology jobs, to assess various potential solutions – in-
cluding all-electric aircraft, hydrogen fuel cell aircraft or hydrogen
gas turbine-powered aircraft.
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RELATÓRIO ANUAL / 2022ABOUTEMBRAERINNOVATIONESGBUSINESS UNITSUSTAINABILITY INDICATORS FIT FOR GROWTH &FINANCIAL PERFORMANCE
VERTICAL AUTONOMOUS FLIGHT
In 2022, Embraer announced the agreement to invest in XMobots, a
company located in São Carlos, São Paulo that is the largest drone company
in Latin America. The deal aims to accelerate the future of the mid- and large-size
autonomous drone market and broaden the collaborative network in research into
new technologies.
A series of experimental helicopter flights in Rio de Janeiro focused on assessing
new autonomous system technologies in real flight conditions and complex urban
environments were also completed.
Learn more:
Experimental Flights
XMobots
INNOVATION
VERTICAL ARTIFICIAL
INTELLIGENCE
The company made significant strides with innovati-
ve initiatives in artificial intelligence and data scien-
ce in 2022. A key achievement was the preparation
and alignment of the corporate data strategy with
the vision of making Embraer a company capable of
yielding more and more value from the information
generated by its systems and processes. To support
such a change, improvements pertaining to people
and culture were made, including new careers for
data professionals. In December, the company ful-
filled the first class of the Software Specialization
Program for training new data scientists.
From a technological standpoint, the company laun-
ched its research portfolio in artificial intelligence,
focusing on embedded applications for increased
flight safety and machine learning algorithms for
predictive maintenance, capable of generating great
value for customers.
Learn more:
Software Specialization Program
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INNOVATION
INNOVATION CULTURE
With the challenge of stimulating the generation of new ideas and solutions, as well as fostering the culture of innovation throughout Embraer, the
company opens opportunities for the development of innovative projects and calls for Innovation Strategy programs and actions.
INNOVA PROGRAM
Created to disseminate culture and foster innovation to every collaborator who is willing to seek innovative solutions. Besides, it stimulates the
generation of ideas in the company through Innovation Challenges.
• Green Light:
• Innovation Day:
Entrepreneurship program that assesses innovative pro-
posals presented voluntarily by collaborators. The program
provides technical and business guidance, leadership en-
gagement, time and resources for them to realize ideas until
their technical and economic viability is proven.
• Innova Challenge:
Internal crowdsourcing mechanism that stimulates ideas to
solve problems globally from different departments of the
company. Its 10th edition in 2022 was marked by the launch
of the Agro Innovation Challenge, focusing on solutions and
technologies earmarked for the agricultural industry.
Initiative to spread culture and foster innovation, bringing
a collaborative environment and the opportunity for diffe-
rent institutions to discuss future trends at a global level.
In 2022, in its 6th edition, the event was attended by more
than 2,800 people and included the launch of Embraer’s
first Hackathon, with the development of integrated so-
lutions between processes and applications for ten pain
points of each of the vice-presidencies, and collection of
more than 150 kilos of food with the solidarity ticket. Addi-
tionally, participants were asked to wear fun t-shirts or cos-
play costumes to attend the event.
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INNOVATION
INNOVATION CULTURE
CYCLE OF INNOVATION VERTICALS
To optimize Embraer’s investments in innovation, priorities were established through the Innovation Verticals. Annually we carry out the Vertical
Cycle through the Innovation Forum, bringing together executives from the various areas of the company to follow up the evolution of these prio-
rities and decide on the approach in the coming years. To compose the Vertical cycles, the following information is considered:
• Emerging Technologies:
• Aerospace Industry Trends:
• Business Trends:
Map of technologies necessary to meet
new and future products.
Consolidating the knowledge genera-
ted in the market intelligence areas of
the different Business Units.
It considers business trends inside
and outside the Aerospace, Defense,
and Venture Capital markets.
EMBRAER STARTUP PROGRAM
With the purpose of gathering several areas of the company to join
backgrounds and efforts to solving problems, Embraer Startup
Program was implemented as a means to recruit startups within
up to 5 business days.
The Program brings the potential of external entrepreneurs to the com-
pany for challenges and needs of diverse sorts, ranging from technical
product issues to those more of a process or management character.
The democratization of collaboration with startups is one of the
ways to accelerate innovation at Embraer, recognize internal and
external talents, and boost efficiency.
In November 2022, the first edition of the Marathon was held, a
competition between startups to solve previously mapped de-
mands, including a face-to-face event and interaction among
ecosystem players.
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INNOVATION
Embraer’s disruptive innovation arm is a group
company focused on the future of air mobility,
clean energy, among other topics, with a view to
fostering and structuring new business opportu-
nities. Embraer-X is committed to sustainabili-
ty principles in the development of its business
and operations.
In 2022, Embraer-X established itself as a market
accelerator committed to developing solutions
that change life experiences, and dedicated to
collaborating with global innovation communities.
Among the news of 2022, Embraer-X strengthened
relations with the Netherlands, opening an offi-
ce at the Aerospace Innovation Hub@TUD, of the
Delft University of Technology (TU Delft).
Embraer-X’s strategic position in the Aerospa-
ce Innovation Hub@TUD will serve as the basis
for continuously connecting to the institution’s
business ecosystem, which involves startups,
test facilities, and spin-offs, facilitating colla-
boration between professionals and researchers
from both organizations.
WEB SUMMIT LISBOA 2022
Embraer-X also participated for the first time in Web Summit Lisbon 2022, one of the world’s largest
technology and innovation events, with two panels at the Apex Brasil Pavilion, where the impacts
and new opportunities created by the digital revolution for the mobility segment were discussed. At
the event, it presented the journey of adoption of technologies and form of digital work by Embraer,
including the decision to create Embraer-X itself, and the incubation of new businesses.
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INNOVATION
Incubated by Embraer-X, the Beacon is a maintenance
coordination platform for faster return to operation. In-
novative, it is designed to connect and synchronize in-
dustry, supply chain and aviation service professionals
resources in a more agile and efficient way to keep air-
craft in operation.
The platform is primarily focused on providing solutions
for unscheduled aircraft maintenance. Through an ea-
sily accessible digital web and mobile application (IOS
and Android), Beacon’s main goal
is to connect businesses and pro-
fessionals in a revolutionary way.
The technology triggers a network
of accredited suppliers, promp-
ting real-time collaboration during
maintenance activities not initia-
ted, accelerating the return to air-
craft operation.
In 2022, Beacon formed a working
group with ELMS Aviation, a lea-
ding provider of Competency Ma-
nagement software services. This collaboration aims to
test a fully integrated solution for managing aeronauti-
cal maintenance profiles with a complete Competency
and Compliance check to solve the growing need to find
qualified and specialized professionals.
This partnership will bring more transparency, security,
and trust to the platform, as Beacon wants to empower
teams and individuals with tools that can deliver the best
return to their customers’ operation.
In December 2022, Embraer-X signed a
contract with Pulse Aviation to use the
Beacon. Headquartered in Florida, Pulse
is a business aviation company that provi-
des maintenance, repairs, and operations.
The company intends to use Beacon to
improve maintenance coordination, sim-
plify communication about maintenance
events for all aircraft models, and increa-
se team collaboration, thereby improving
knowledge exchange and streamlining
maintenance-related workflows.
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INNOVATION
An Embraer Group company for eVTOLs (vertical
takeoff and landing aircraft), Eve had its shares listed
on the New York Stock Exchange under the symbol
“EVEX” in 2022.
In order to go public, Eve merged with Zanite, a spe-
cial-purpose acquisition aviation company (SPAC).
ca. FlyBIS will purchase up to 40 eVTOL vehi-
cles from Eve.
The partnership with FlyBIS has made it pos-
sible to expand the future of air mobility to the
Southern Region of Brazil and to other coun-
tries in South America.
Eve also signed a letter of intent with FlyBIS, an ad-
vanced air mobility startup based in Caxias do Sul,
Rio Grande do Sul, for cooperation in the develop-
ment of eVTOL operations in Brazil and South Ameri-
FlyBIS vehicles are included in Eve’s market-
-leading backlog, which currently has an order
backlog for up to two thousand seven hundred
and seventy eVTOLs.
Learn more:
Eve Air Mobility
F LY B I S TO B U Y U P TO
40EVE
eVTOLs
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BUSINESS
Units
48 COMERCIAL
BUSINESS
UNIT
IN 2022
19 E2 FAMILY
AIRCRAFT
WERE DELIVERED
AND AL SO
38 AIRCRAFT OF
THE E1 FAMILY
FLYING WITH 100% SAF
In June 2022, Embraer conducted a successful test with 100% SAF
engines on the E195-E2 aircraft, proving that GTF engines and the
E2 E-Jets family can fly with this fuel without compromising safety
or performance. The aircraft completed two days of ground testing at
Fort Lauderdale International Airport in Florida, followed by another
seventy minutes of flight testing at Vero Beach Regional Airport in
Florida. Future fuel specifications will enable blends of up to 100%
SAF to boost the potential for reducing carbon emissions.
Learn more:
Financial Statements (only in Portuguese)
Release of Deliverables and Backlog
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RELATÓRIO ANUAL / 2022ABOUTEMBRAERINNOVATIONESGBUSINESS UNITSUSTAINABILITY INDICATORS FIT FOR GROWTH &FINANCIAL PERFORMANCE AviationEmbraer’s E2 family of aircraft enables airlines to increase operational adap-tability, match capacity to demand, and add frequencies. In 2022, nineteen aircraft of the E2 family and thirty-eight of the E1 family were delivered. In 2022, the E190-E2 aircraft received its Type Certificate from the Civil Aviation Administration of China (CAAC). The company’s latest market fore-cast revealed that one thousand four hundred and forty-five new aircraft in the category of up to one hundred and fifty seats will be delivered to China by 2041, driven by the country’s long-term economic development and the continuing trend of the Chinese civil aviation system to evolve from peer-to--peer to a hub-and-spoke-based network*. * On hub-and-spoke routes, airlines choose a particular city to be the distribution center for their fli-ghts, causing passengers to change planes at the airport.
ENERGIA PROGRAM
BUSINESS
UNIT
HYBRID ENERGY
(E19-HE E E30-HE)
Announced in 2021 with nine
seats, Embraer now explores
a nineteen and thirty-seat
version with:
• Parallel hybrid-electric propulsion
• Up to 90% reduction of CO2 emis-
sions when using SAF
• 19- and 30-seat versions
• Engines at the rear
• Technological readiness – early 2030
FUEL CELL POWER
(E19-H2FC E E30-H2FC)
Announced with nineteen
seats in 2021, Embraer
is studying a thirty-seat
version with:
• Hydrogen hybrid propulsion
• Zero CO2 Emissions
• 19- and 30-seat versions
• Electric motors at the rear
• Technological readiness – 2035
Still in the evaluation phase, architectures and technologies are being
analyzed for technical and commercial feasibility. The Energia Program
Advisory Board was also launched to harness the contributions and
collaboration of partner airlines, with the aim of making development
more assertive.
Learn more:
New concept of Energia Family
Energia Program
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RELATÓRIO ANUAL / 2022ABOUTEMBRAERINNOVATIONESGBUSINESS UNITSUSTAINABILITY INDICATORS FIT FOR GROWTH &FINANCIAL PERFORMANCE In December 2022, Embraer shared new advances in the Energia Program, the company’s initiative to zero pollutant emissions in the aviation industry by 2050. A year after the Sustainability in Action event, which unveiled the study of four new aircraft concepts powered by new technologies and renewable energy, the company has focused on two nineteen- to thirty-seat projects for hybrid electric and hydrogen-electric propulsion. The research has been developed based on Embraer’s fifty-year technical experience, external contributions from airlines, and joint studies with engine manufacturers. The two projects offer a real and feasible path to zero carbon emissions.
BUSINESS
UNIT
EXECUTIVE
PHENOM 300
SERIES
JETS
ARE THE WORLD’S BEST-SELLING JETS FOR THE
ELEVENTH CONSECUTIVE YEAR
Learn more:
Financial Statements (only in Portuguese)
Release of Deliverables and Backlog
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RELATÓRIO ANUAL / 2022ABOUTEMBRAERINNOVATIONESGBUSINESS UNITSUSTAINABILITY INDICATORS FIT FOR GROWTH &FINANCIAL PERFORMANCE Embraer is creating the future of Executive Aviation today, using industry--leading innovation, design, and technology, while incorporating new part-nerships to deliver the best experience in the industry. Embraer reached a histo-ric milestone in 2022: the Phenom 300 series jets be-came the best-selling category models in the world for the ele-venth year in a row, and the most delivered twin-engine jet of the previous year, according to figures released by the General Aviation Manufacturers Association (GAMA), a United States association that brings together manufacturers in the industry. Embraer delive-red fifty-six Phenom 300 series jets in 2021 and fifty-nine in 2022, cementing product excellence for a decade and market dominance. The Phenom 300 series has an average of fifty aircraft delivered per year since it entered the market in December 2009. In 2022, after demand for business jets recovered strongly compared to the previous year, the Business Aviation market continued to post sharp growth. Embraer’s activity level remained high, reaching record levels in sales, backlog, and utilization. Aviation
2022 HIGHLIGHTS
In May, Embraer announced that
Flexjet is the first Legacy 500 cus-
tomer in the world to install the Ka
Band, which offers fast connection,
as an after-sales modification, to
its business jet fleet in Europe. This
new feature is also available, via a
service bulletin, for Legacy 450, Le-
gacy 500, Praetor 500 and Praetor
600 business jets. Ka-band provi-
des high-speed
internet access,
allowing multiple devices to be con-
nected at the same time. Installation
of this feature is also offered direct
from the factory, as an optional item,
for the Praetor 600 and Praetor 500.
In the third quarter of 2022, Embraer
delivered its 1,600th business jet, a
Phenom 300E, on July 7, to U.S. char-
ter operator Keystone Aviation. This
impressive feat has been achieved in
twenty-two years, while the industry
average for reaching this milestone is
thirty-four years. The Phenom 300E is
BUSINESS
UNIT
EXECUTIVE AVIATION
ENDED 2022 WITH A
NET REVENUE OF
US$ 1,2
BILLION
very attractive to the charter market
and is recognized and requested by
customers for its emphasis on com-
fort, technology, and performance.
In the fourth quarter, Embraer and
International annou-
FlightSafety
nced a new Full-Flight Simulator
(FFS) for the Praetor 500 and Pra-
etor 600 business jets in order to
meet the growing demand for trai-
ning these models. The simulator,
which is the third for these business
jet models designed by FlightSafety
International, will be based in Or-
lando, Florida, to serve the fleet of
more than two hundred aircraft on
the Praetor platform. Operations
will begin in the second quarter of
2023. The new flight simulator will
provide Embraer customers with the
latest technological updates to the
aircraft, bringing the highest level of
service to market.
With the 2022 results, Embraer cele-
brates eleven years of leadership in
the light jet segment with Phenom
300, the fastest jet in production cer-
tified for operation with only one pilot
and the most delivered twin engine of
the year. A market leader, the model
offers best-in-class features in cabin
range, speed and pressurization, and
stands out for its unique technology
and unprecedented comfort.
At the end of 2022, Embraer has more
than 1,600 aircraft in operation and
more than 1,000 operators and cus-
tomers present in more than sixty-
-five countries. Executive Aviation’s
firm order backlog ended the year at
USD 3.9 billion (34% higher) and its
Net Revenue reached USD 1.2 billion.
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EMBRAER EXECUTIVE CARE PROGRAM
Embraer Executive Care, which turned sixteen
in 2022, is an aircraft maintenance program
carefully designed and managed by Embraer to
provide a simple and predictable way to budget
aircraft maintenance costs.
Over a five-year cycle, the benefits of the
program include savings over the actual costs
of scheduled and unscheduled events in the
same timeframe, providing protection against
price tolerance and ease of doing business
with Embraer and its partners. In addition, the
company offers preferential prices for customers
registered in Executive Care for various services.
During the edition of LABACE 2022, the largest
business aviation event in Latin America,
Embraer and Avantto signed a contract for the
Embraer Executive Care Program to support
the company’s fleet of executive jets. Leading
in the field of aircraft sharing in Brazil, Avantto
currently has a fleet of seven Phenom jets,
four of the Phenom 100 model and three of
the Phenom 300 model. Currently, more than
700 aircraft are part of Embraer Executive
Care globally.
BUSINESS
UNIT
PARTNERSHIP
WITH VOAR
Embraer announced a partnership with
VOAR Aviation with a view to offering uns-
cheduled services to Embraer’s Executive
Aviation customers at Congonhas Airport
in São Paulo. Thus, the company continues
to strengthen its component maintenance,
repair and overhaul (MRO) and Fixed Base
Operator (FBO) operations to meet the grow-
th of Executive Aviation in Brazil.
The partnership with VOAR occurred two
months after Embraer opened the new han-
gars of the Sorocaba Service Center, in the
State of São Paulo, thus doubling its useful
area. The unit, which completed eight years
of operation in March 2022, now has four
hangars, three of them dedicated to MRO
and one to FBO.
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PORTFOLIO
The current portfolio includes:
• the entry level Phenom 100EV jet;
• the last decade’s most designed light class,
Phenom 300E;
• the Praetor 500 medium jet;
• and the super-midsize Praetor 600.
Both with the best combination of tech-
nology, performance, and comfort. Cus-
tomers appreciate Embraer’s global ne-
twork of services and support.
The company markets business jets to
companies, including fractionally owned
charter flights, air taxi, individuals and
flight clubs, both independent and those
belonging to airlines and armed forces.
Learn more:
Executive Aviation Portfolio
BUSINESS
UNIT
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BUSINESS
UNIT
ESG INITIATIVES
FREE CARBON OFFSET
PURCHASE OF THREE SAF CARGOES
Used in the demonstrator fleet. This action directly
contributes to the reduction of the company’s Scope
1 emissions and is connected with the global goal of
having carbon-neutral operations by 2040.
ISSUANCE OF FOLS
(FLIGHT OPERATIONS LETTER)
Certifying that it is safe and appropriate to use SAF
on aircraft. This document is an important action
for the awareness raising and furtherance of this
biofuel among customers.
STUDIES FOR COMPATIBILITY
OF AIRCRAFT USING 100% SAF
With the goal of certifying
them by 2030.
Embraer and 4AIR entered into a
partnership in May 2022 to grant
carbon emissions compensation
for the first twenty-five hours of
business jet flight to new custo-
mers who enroll in the Executive
Care Program. This offset will oc-
cur free of charge during the first
year of aircraft ownership.
After completing the twenty-five
hours of flight through the Care
Executive Program, Embraer cus-
tomers will be able to continue
their commitments to fight clima-
te change through participation
in 4AIR’s programs. The starting
twenty-five hours are at Level 1 of
4AIR (Bronze), which credits 100%
of carbon dioxide emissions.
Customers will be able to choose
to continue participating in this
level, increase their commitment
to becoming carbon neutral or re-
duce emissions through measures
such as changes in the operation
or use of SAF.
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BUSINESS
UNIT
KC-390 MILLENNIUM
OPERATIONAL
RELIABILITY
ABOVE
99,5%
DEFESA & SEGURANÇA
Embraer Defense & Security is a leader in the Aerospace and Defense
Industry in Latin America. The company’s solutions are available in more
than sixty countries, and continue to expand into the global market.
In 2022, the Brazilian Area Force (FAB) received its fifth KC-390 Millen-
nium aircraft. The fleet accumulates about eight thousand flight hou-
rs and almost six thousand cycles, with an outstanding maturity level
(operational reliability above 99.5%).
The negotiation of adjustments to the serialization agreement, an ef-
fect of the country’s economic moment, was successfully concluded,
quelling the possibility of further unilateral reductions: the nineteen
aircraft contracted preserve the company’s cash flow, and ensure the
program’s economic and financial feasibility – the strategic partnership
between Embraer and FAB goes on strong and healthy.
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BUSINESS
UNIT
The KC-390 program continues to progress smoothly. New capabilities were
added in 2022, with emphasis on operation on gravel tracks, and firefighting
system. The Portugal setup is in the testing/certification phase, was presented
to the customer in Beja in October 2022, and will be delivered in 2023. The first
Hungarian aircraft is already in production, in the structural assembly phase.
considered much superior to all competitors in the category. The Dutch Air Force’s
public report, considered to be of high technical competence, represented a seal
of quality for C-390, and yielded an immediate increase in global market interest.
In addition, even in the midst of the pandemic, Embraer signed a new contract for
the sale of A-29 Super Tucano aircraft. Deliveries are planned for 2023.
On the international stage, the Dutch government announced the decision to
purchase five C-390 Millennium aircraft to replace its fleet of C-130 Hercules.
After thorough technical and economic assessment, the Embraer product was
Highlight in the streamlining programs was the delivery of the fourth E-99
AEW&C aircraft to FAB – the fifth and last aircraft of the contract will be
delivered in 2023.
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BUSINESS
UNIT
PARTNERSHIPS
RADARS & TERRESTRIAL SYSTEMS
In 2022, Embraer Defense & Security set up important new
partnerships, with emphasis on:
• Memoranda of Understanding signed with BAE Systems,
which establish a partnership between the two companies
for global sales efforts of the C-390, and to collaborate on
the development of a military use variant of eVTOL.
• Eve Air Mobility has announced a Letter of Intent with
Embraer and BAE Systems to explore the potential order of
up to 150 eVTOLs for aircraft application to the Defense &
Security market.
• Embraer announced the Memorandum of Understanding
(MoU) with South Korean aerospace companies, with a view
to a future supply of parts for the C-390 Millennium, which
competes in the Large Transport Aircraft II program.
• Embraer and L3Harris Technologies have announced
a partnership to develop the “Agile Tanker,” an agile
tactical aerial refueling aircraft based on KC-390
Millennium, to meet U.S. Air Force operational guidelines
and Joint Force requirements.
The year 2022 was a great success
for the Radar & Terrestrial Systems
business.
The First Phase of the SIS-FRON
Program was fulfilled by the effec-
tive implementation of more than
1,500 contractual deliveries plan-
ned for this stage. Reasserting a
relationship of trust and satisfac-
tion, the Client signed a contract
with Embraer for SISFRON Phase
2, which will continue the Pro-
gram, complementing the covera-
ge of the country’s western border
surveillance system.
The first two M60 v2 radars (which
join the more than 30 units of the
original version already in opera-
tion by the Brazilian Armed Forces)
were delivered to EB, which this year
also signed a contract to acquire 4
additional units of this radar. Las-
tly, a new contract was signed with
the Brazilian Army for the develop-
ment of a radar for Counterbattery
application. The project will resort to
knowledge and technology applied
to the M200 family of radars.
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BUSINESS
UNIT
Atech, company that specializes in de-
veloping solutions for critical missions
and technologies to support decision-
-making, has been working on major
programs of the Brazilian Armed Forces.
Tamandaré-class Frigate Program: in
2022, the infrastructure of CMS (Combat
Management System) and IPMS (Integra-
ted Platform Management System) inte-
gration test laboratories was completed.
LABGENE Program (Laboratory for the
Generation of Nucleoelectric Energy)
of the Navy: Atech develops the monito-
ring, control, and protection systems of
the laboratory, as well as the integration
of instrumentation systems and auxiliary
systems: the year marked the issuance
of the field installation documentation,
which begins the performance schedu-
led for 2023.
In 2022, Eve Air Mobility was also awar-
ded Phase 1 of the Urban Air Traffic
Management (UATM) system concept.
Atech is a strategic partner of EVE, and
aims to apply its expertise in develo-
ping, deploying and supporting air tra-
ffic flow control and management sys-
tems for the future of urban air mobility.
Accomplishing the main milestones of
the year, Atech and the Municipality of
São José dos Campos signed a partner-
ship focused on the management and
monitoring of intelligence and security
operations – CSI.
The agreement will result in increased
situational awareness of security, ena-
bling strategic decision-making and
greater risk control, in addition to opti-
mizing operational costs.
In 2022, Visiona took important steps to ce-
ment its status as a space systems integra-
tor in Brazil.
It was declared the winner of a Public Notice
of Subsidy to Technological Innovation, con-
ducted by FINEP (Financier of Studies and
Projects) for the development of a new high-
-resolution satellite – in the tender, Visiona
led a consortium of thirteen companies and
ICTs in the space industry in Brazil.
Additionally, the company completed the
assembly of the VCUB satellite, and advan-
ced its final tests, expected to be launched
by SpaceX in the first half of 2023.
In the application business, the highlight of the
year was the signing of the contract with BBSeg
for the supply of a system for the provision of
parametric agricultural insurance, expanding
its participation in the agricultural industry.
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Specializing in cybersecurity, Tempest’s portfolio is aligned
with the cybersecurity framework of NIST® (National Institute
of Standards and Technology), the non-regulatory government
agency of the U.S. Department of Commerce’s Technology
Administration.
2022 was the year of launch of Prospero Suite, a new platform
for integrated management of cybersecurity services and
results. The platform, which is already being used by sixty-
one customers, allows management and consumption
of results in an integrated fashion, integrating
operational, tactical, and strategic perspectives.
Another noteworthy development of the year was
Allow-Me Bio – evolution of facial biometrics,
which has expertise in behavioral analysis.
Created within the concept of security by
design, it ensures security without impacting
user experience.
In addition to these platforms, Tempest has also
started publishing the daily Cyber Morning Call
podcast, which covers breaking news on attacks,
vulnerabilities, and threats.
BUSINESS
UNIT
With the first steel cutting, 2022 marked the building start of the first
Tamandaré-class Frigate. The program continues following the development
plan, with the first delivery scheduled for 2025. The Brazilian Navy has
contracted a total of four frigates from SPE (Special-Purpose Entity) Águas
Azuis, composed of Embraer, Atech, and Thyssenkrupp.
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BUSINESS
UNIT
SUPPORT
Embraer Services & Support’s commitment is to offer high-tech
experiences with a human touch through a team dedicated to
exceeding expectations. With a pool of experts that supports each of
its customers, both in the air and on the ground, it is committed to
always keeping them flying at their best performance.
With the customer at the center of its operations, the
company implemented in 2022 the Customer
Experience Program, a tool designed to
measure customer satisfaction based on
their experience.
The survey occurs in various formats and according to the customer’s
profile and operation, being sent soon after the customer’s contact
with Embraer, as well as an annual survey with several pillars for
assessment. The Customer Experience Program allows Embraer to be
more responsive in developing initiatives based on customer feedback,
estimating, and anticipating their needs.
Additionally, the company has Product Support
surveys that are carried out by Aviation International
News (AIN) and Professional Pilot Magazine. Over the
past ten years, Embraer has remained in the Top 3 of
these surveys, in 2022 ranking first in the AIN ranking
and second in ProPilot.
Learn more:
Research
Financial Statements
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A TEAM FULLY DEDICATED TO CUSTOMERS
Embraer Services & Support cou-
nts on a team of 210 highly qua-
lified field representatives worl-
dwide, who are capital for the
relationship of excellence with
its customers.
STRENGTHENING RELATIONSHIPS
Every year customers have the opportunity to interact with the Embraer
staff, other operators, suppliers, and partners during the Embraer Ope-
rators Conference (EOC). Conferences are segmented by business area:
• World Conference for E-Jets and E2 Operators;
• Three regional conferences for Executive Aviation operators: Brazil,
USA, and Europe;
• World Conference for Super Tucano Operators.
The presence at these events is pivotal to strengthen the relationship,
in addition to creating an opportunity to introduce updates on products
and services, discussions about the operation, news in service and
trends in the aviation market.
BUSINESS
UNIT
EMBRAER STARTS AIR CARGO ACTIVITIES
Embraer entered the air cargo market with the launch of the E190F
and E195F Passenger to Freight Conversions (P2F).
E-Jet freighters are designed to meet the new demands of e-com-
merce and modern commerce, which require fast deliveries and de-
centralized operations. Therefore, Embraer is offering cargo savings
and the adaptability that the right-sized jets offer.
One of the opportunities identified was the time of operation of the
first E-Jets that entered service about ten-fifteen years ago and are
exiting long-term leases and starting their replacement cycle. The full
conversion to cargo will extend the life of E-Jets and encourage their
replacement with more efficient, sustainable, and quieter aircraft.
With more than 1,600 E-Jets delivered globally, customers in this
new freighter segment will benefit from an established and mature
global service network as well as a comprehensive portfolio of pro-
ducts ready to support their operations.
Full freighter conversion is available for all E190 and E195 aircraft
used, with entry into operation projected by early 2024. Embraer an-
ticipates a market for this aircraft size of approximately seven hun-
dred units in 20 years.
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20TH ANNIVERSARY OF EMBRAER
AIRCRAFT MAINTENANCE SERVICES (EAMS)
OGMA IS THE FIRST AUTHORIZED MAINTENANCE
CENTER CERTIFIED BY ANAC FOR E2 E-JETS
BUSINESS
UNIT
OGMA, an Embraer Group company, has
reached a historic milestone by becoming
the first Authorized Maintenance Center
certified by Portugal’s National Civil Avia-
tion Authority (ANAC) to perform heavy
maintenance on commercial aircraft of the
E2 E-Jets family in Europe, Middle East and
Africa (EMEA). The announcement was
made during the Embraer Operators Con-
ference (EOC), international conference for
Embraer’s Commercial Aviation operators.
Named among the top 10 MROs in Europe in
2022 by Aerospace & Defense Review, this
certification represents OGMA’s expansion
into the business segment of commercial
aviation and heavy maintenance, total fleet
management, engineering solutions, airwor-
thiness management, support maintenance,
as well as future aircraft modifications that
meet customer requirements and retrofit for
E2 E-Jets family aircraft. Besides, in 2022
OGMA signed a contract with Norwegian air-
line Widerøe to perform the first maintenan-
ce of an E2 aircraft worldwide.
In 2022, Embraer celebrated the 20th anniversary
of Embraer Aircraft Maintenance Services (EAMS),
a certified repair center operating in Nashville, TN
(USA) under the most prominent regulatory autho-
rities worldwide, including the Federal Aviation Ad-
ministration (FAA) in the USA, the European Union
Aviation Safety Agency (EASA), and the National
Civil Aviation Agency (ANAC) in Brazil, among others.
Opened in 2002, EAMS provides comprehensive
fuselage services for heavy maintenance, unsche-
duled maintenance, structural checks and repairs,
modifications, supplement type certificates (STCs),
aircraft bridges, and lease returns.
Currently, EAMS is the world leader in heavy mainte-
nance services for Embraer commercial aircraft. The
facility serves half of the global E-Jets fleet and 80
percent of the North American E-Jets fleet, supporting
component and AOG requests from around the world.
• MORE THAN 10,000 REPAIR ORDERS
• MORE THAN 180,000 MAINTENANCE TASKS
• COLLECTION OF MORE THAN 10 MILLION
of service data points that help improve Embraer’s
technical knowledge
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BEST FBO
For the third year in a row, Embraer’s FBO (fixed-base operator)
is recognized as the best in Brazil, according to FBO 2022 survey,
conducted by AIN (Aviation International News) magazine. Embraer’s
FBO in Sorocaba is a center of excellence in aircraft support, offering
hangar, cleaning, and supply, among many other services.
FBO IN SOROCABA IS THE
BEST IN BRAZIL
BUSINESS
UNIT
10 YEARS OF THE CUSTOMER CARE CENTER
In 2012, Embraer launched the Customer Care Center, the result of
the unification of its regional Commercial Aviation customer service
centers. Celebrating ten years of operation in 2022, its scope will be
broadened, covering executive and defense aircraft operators. From its
headquarters in São José dos Campos, the Customer Care Center has a
qualified team of technicians, providing global support for coordination
of AOG events and scheduled aircraft maintenance assistance, from
the first contact to resolution.
• MORE THAN 70
COLLABORATORS
in the main duties of
service and engineering
solution projects;
• MORE THAN 130
PROFESSIONALS
working 24/7 to serve
three business units –
Commercial, Executive,
and Defense;
• SUPPORT TO MORE THAN 3,900 AIRCRAFT in operation and nearly 1,100
customers around the world;
• MORE THAN 96% OF RESPONSE RATE to customers within SLA.
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AGRICULTURAL
Embraer is a leader in Agricultural Aviation, certified by ISO 9001, ISO 14001,
and OHSAS 18001. Since 2004, the company has a certificate issued by ANAC
for Ipanema 100% hydrated alcohol (ethanol) powered airplane, which makes it
the only aircraft in the world certified to fly with this type of fuel.
Ipanema has also reached other levels. The new generation, EMB-203, which
was launched in 2015, accumulates high orders each year and is currently the
best-selling aircraft in Brazil. Throughout 2022, Embraer reached the mark of
sixty-four aircraft sold, surpassing the previous year’s figures.
This is the third consecutive year of aircraft and parts sales records, reaching
a growth of 40% compared to 2021 and four times higher than the average
production of the first five years since the launch of Ipanema 203. On top of
the high growth of agricultural market, this strong expansion results from the
consistent process of brand strengthening, as well as improvements in the
already recognized high performance of aircraft, not to mention the plant’s
operational efficiency and the quality of customer service and support.
These figures cement Embraer’s leadership in the market. Throughout 2023,
the aircraft will also bring new improvements in aspects such as ergonomics,
maintenance, and durability, exceeding customer expectations.
BUSINESS
UNIT
B R A Z I L’ S B E S T- S E L L I N G A I R C R A F T
64 AIRCRAFT
SOLD IN 2022
65
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Since 2005, Ipanema is the first and only aircraft certified to operate
with an ethanol engine in the world. As of 2015, 100 percent of
the new airplanes leave the plant powered by ethanol, in addition
to hundreds of conversion kits from gasoline to ethanol engines
installed in part of the more than 1,200 airplanes in operation. The
company estimates that more than 200 million liters of fossil fuel
have ceased to be burned.
THE WORLD’S FIRST AND ONLY ETHANOL-POWERED AIRCRAFT
+
300 THOUSAND
TONS OF CO2 STOPPED BEING RELEASED
INTO THE ATMOSPHERE
BUSINESS
UNIT
SPEECHES AND CONSULTING
Embraer’s Customer Support team held, throughout 2022,
lectures on flight safety and continuous improvements to
maintenance processes.
In addition, partnerships were signed with the compa-
nies Sabri and Agroefetiva that, from 2023, will offer free
consulting to Ipanema purchasers, so that the aircraft
operate in an optimal configuration and thus can achie-
ve maximum performance, according to the needs of
each customer.
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SUSTAINABILITY
Indicators
67
I N D E X
CLICK TO GO TO THE DESIRED TOPIC
All pages in this document are browsable: menus and pagination.
69
Technical References
AND MATERIALITY
74
Environmental
INDICATORS
89
Social
INDICATORS
125
Governance
INDICATORS
150
Content
SUMMARY
70.
Technical References
71.
Materiality
75.
Energy
78.
Emissions
90.
Safety, Health and Wellbeing
97.
Talent Management
82.
Water and Effluents
112.
Diversity
86.
Waste
118.
Supplier Assessment
124.
Local Communities
126.
Corporate Governance
132.
Ethics and Compliance
137.
Data Security
140.
Operational Safety and
Product Quality
151.
GRI
156.
SASB
158.
TCFD
Technical References
AND MATERIALIT Y
69
REFERENCES
Global Reporting Initiative (GRI):
This Annual Sustainability Re-
port follows the reporting re-
ferences below:
The full list of material indicators covered in this report is available
in the GRI content index.
Sustainability Accounting Standards Board (SASB):
Embraer’s ESG performance information was supplemented by
specific indicators from the aerospace industry. The list of indi-
cators is available in SASB content index.
Sustainable Development Goals (SDGs) and Global
Compact Principles:
Embraer’s efforts are aligned with global agendas, which assemble
relevant challenges from society, government, and the aerospace
segment. The main SDGs considered are integrated into the GRI
content index.
Task Force on Climate-Related Financial Disclosures
(TCFD)
Information pertaining to this framework’s recommendations is
available in the TCFD content index.
SUSTAINABILITY
INDICATORS
Data pointed out refer to the period from
January 1, 2022, to December 31, 2022
And it covers 100% of Embraer S.A.’s collaborators.
Exceptions regarding the scope of data are duly
described in the indicators to which they pertain. (GRI
2-2; 2-3)
Embraer produces its Sustainability
Reports on an annual basis.
The document is available to the public on its
corporate website esg.embraer.com and the historical
series can be accessed on the Investor Relations
website (GRI 2-3)
Questions about this report can be sent to the e-mail
investor.relations@embraer.com.br (GRI 2-3)
This report has not undergone independent auditor
assurance (GRI 2-5).
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RELATÓRIO ANUAL / 2022ABOUTEMBRAERINNOVATIONESGBUSINESS UNITSUSTAINABILITY INDICATORS FIT FOR GROWTH &FINANCIAL PERFORMANCE 1. Technical
SUSTAINABILITY
INDICATORS
2.MATERIALITY
(GRI 3-1)
Embraer is a company that values
relationships with all its value chain
connections. Dialog and engage-
ment with several stakeholders are
ongoing company processes.
The materiality process to ascertain
material topics and the corporate
sustainability agenda has been car-
ried out by Embraer, frequently and
in a structured manner, since 2013.
In 2022, the process of updating
its materiality matrix was accom-
plished, including the principle of
dual-materiality and following the
guidelines of the 2021 GRI-3 stan-
dard. (GRI 3-1)
Identify and assess impacts on an ongoing basis
Determine material topics for reporting
Material topics list
Embraer context
Identify actual
and potential
impacts
Assess the
significance of
the impacts
Priorization
process
Sector standards
Benchmarking
Business strategy
Materiality survey: test the material
topics with experts and Embraer’s
executives
Figure 1: Embraer’s 2022 Materiality Process (GRI 3-1)
Engage with relevant stakeholders
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SUSTAINABILITY
INDICATORS
The materiality survey was attended by more
than 700 responses, accounting for five stake-
holder groups: suppliers, customers, collabora-
tors, investors & shareholders, and civil society.
The material topics were discussed and vali-
dated by the company’s senior leadership, and
by the Board of Directors advisory committee’
members in charge of People and ESG matters,
referred to as CPESG.
When comparing the list of material topics of
this year with that carried out in the previous
materiality process, conducted in 2017, the
main change is in the inclusion of the topic
Support for the development of biofuels (SAF),
which occurred both by prioritizing stakehol-
ders and by strategically prioritizing Embraer’s
executive committee.
(GRI 3-2)
5
4,5
s
r
e
d
l
o
h
e
k
a
t
S
4
3,5
1
2
23
14
16
17
18
19
24
22
29
27
28
25
26
4
5
8
9
3
6
7
10
13
15
21
12
11
20
Topics prioritized by internal and external stakeholders
Topics not prioritized
Materiality 2022
1. Product safety and quality
2. GHG emissions in the product use phase
3. Anti-corruption and bribery practices
4. Hazardous waste management
5. Support for the development of biofuels (SAF)
6. Talent attraction and retention
7. Emission of GHG in manufacturing processes
Learn more:
Board of Directors’ Advisory Committee
3
3,5
4
Executivos
4,5
5
Figure 2: 2022 Materiality Matrix (GRI 3-2)
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RELATÓRIO ANUAL / 2022ABOUTEMBRAERINNOVATIONESGBUSINESS UNITSUSTAINABILITY INDICATORS FIT FOR GROWTH &FINANCIAL PERFORMANCE MATERIALITYMATRIX
SUSTAINABLE DEVELOPMENT GOALS
(SDGs)
Embraer has been a signatory to the UN Global
Compact since 2008 and maintains its ESG strate-
gy aligned with the Sustainable Development Goals.
The main SDGs related to the material topics are:
1 - No Poverty
4 - Quality Education
5 - Gender Equality
8 - Decent work and Economic growth
9 - Industry, Innovation and Infrastructure
13 - Climate Action
Other SDGs are addressed by Embraer according to
its strategic plan and ESG agenda. The complete list
is available in the GRI content index.
SUSTAINABILITY
INDICATORS
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ENVIRONMENTAL
Indicators
74
SUSTAINABILITY
INDICATORS
(GRI 302-1)
2022*
1168
3.1.1. ENERGY
Energy consumption within the organization (MWh)
The units included for the construction of the in-
dicators of this topic are Belo Horizonte, Botucatu,
Campinas, Embraer Equipment Division (EDE), Eugê-
nio de Melo, Gavião Peixoto, Ozires Silva, São Paulo,
Sorocaba, Taubaté, Fort Lauderdale, Jacksonville,
Macon, Melbourne, Nashville and OGMA (Aeronau-
tical Industry of Portugal), which account for 94% of
Embraer’s collaborators considering all its worldwide
units. In 2022, data coverage increased from 93% to
94% owing to the inclusion of the Campinas unit in
the scope.
Consumptions of purchased electricity are stated on
the supply invoices. Data, as well as the invoices and
meters calibration, is audited internally and by a third
party, annually, within the scope of the Greenhouse
Gas Inventory — GHG (Scope 2).
Embraer’s GHG Inventory is being verified by LRQA
do Brasil LTDA in accordance with to ISO 14064:2006.
Checking the Inventory 2022 is being done with a
reasonable level of trust and should be finalized in
April 2023.
Sources
Types
Purchased and consumed fuel
2020
83
2021
739
Purchased electricity**
27594
29868
14404
Renewable
Electricity generated***
-
-
34
Renewable energy total consumption
27677
30607
15606
Purchased and consumed fuel
153856
158397
151757
Non-renewable
Purchased electricity
136993
139702
142658
Non-renewable energy total Consumption
290849
298099
294415
Total energy consumption within the
organization (MWh)
318526
328706
310021
Data coverage
92%
93%
94%
* In 2022, the Évora unit ceased to be part of the scope.
** Purchased electricity: Biomass, solar, wind, PCH from incentivized energy sources without certificate of origin (free energy market).
*** Electricity generated: until 2021, electricity generated was demonstrated along with purchased electricity. As of 2022, this data will be
published separately.
Note: (i) OGMA Units, in Portugal, and Sorocaba, in Brazil, use incentivized (renewable) electricity. (ii) Self-produced electricity refers to gene-
ration for own use from photovoltaic panels installed in Ozires Silva. (iii) Renewable fuels include: biomethane, ethanol, and SAF (Sustainable
Aviation Fuel).
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In 2022, compared to 2021, there was a re-
duction in purchased renewable electricity,
owing to the termination of the contract for
incentivized energy supply in the Botucatu,
EDE and Taubaté units (which together ac-
counted for 17% of electricity consumption
purchased in 2021). It ought to be remarked
that from 2024, the company will purchase
and use 100% energy from renewable sour-
ces in all Brazilian units.
Overall, total fuel consumption decreased by
4% in 2022 compared to the previous year.
SUSTAINABILITY
INDICATORS
Fuel consumption within the organization (MWh)
(GRI 302-1)
Source
Fuel
2020
2021
2022*
Hydrous ethanol
SAF – Sustainable Aviation Fuel
Renewable
Biomethane
Total renewable fuel
Diesel – Brazil
Diesel BO
Gasoline – Brazil
Gasoline
Aviation Gasoline
Non-renewable
Liquefied Petroleum Gas (LPG)
Natural Gas
Aviation Kerosene
Acetylene
Propane
83
-
-
83
635
609
81
136
2
1446
51033
99905
2
7
143
596
-
739
731
695
30
313
4
1395
50956
104263
2
8
166
682
320
1168
505
767
27
357
4
1491
47521
101022
2
61
Learn more:
Advanced achievement of the 100%
renewable electricity target
Total non-renewable fuel
153856
158397
151757
* In 2022, the Évora unit ceased to be part of the scope.
Note: (i) Although conservatively categorized as non-renewable fuels, “Gas - Brazil” and “Diesel - Brazil” contain additions of renewable fuels
(i.e., ethanol and biodiesel, respectively).
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Fuel consumption outside the organization (MWh)
(GRI 302-2)
Energy Management
(RT-AE-130a.1)
SUSTAINABILITY
INDICATORS
Source
Fuel
Renewable
Hydrous ethanol
Total
Diesel – Brazil
Gasoline – Brazil
Liquefied Petroleum Gas (LPG)
Non-renewable
Natural Gas
2020
1620
1620
20181
681
23
0
2021
1825
1825
2022*
3095
3095
20142
23022
Total energy consumed
(GJ)
% of energy it consumed
that was supplied from grid
electricity
741
17
0
1227
% renewable energy
22
0
Indicator
2021
2022*
Aviation Kerosene
7210
9068
28875**
Total
28095
29968
53146
In 2022, the significant increase in aviation kerosene consumption was due to the increase of air travel.
* In 2022, the Évora unit ceased to be part of the scope.
** Does not consider the estimated Aviation Kerosene consumption relative to the use of sold product category.
Note: (i) This table considers energy consumption in sources categorized as Scope 3. (ii) Although conservatively categorized as non-re-
newable fuels, “Gas - Brazil” and “Diesel - Brazil” contain additions of renewable fuels (i.e., ethanol and biodiesel, respectively).
1183214
1115955
52
9
51
5
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SUSTAINABILITY
INDICATORS
3.1.2. EMISSIONS
GREENHOUSE GAS EMISSIONS
Direct (Scope 1) GHG emissions (tCO2e)
(GRI 305-1)
The company has been carrying out its Greenhouse Gas (GHG) Emissions
Inventory in keeping with ISO 14064 Part I since 2009. From 2020 on,
Embraer increased the coverage of GHG Emissions data from 9 to 6
operating units, which has led to an increase in emissions. In 2022, the
Évora unit ceased to be part of the Embraer group, and the inventory
started covering 15 unites, namely: Belo Horizonte, Botucatu, EDE, Eugênio
de Melo, Gavião Peixoto, Ozires Silva, São Paulo, Sorocaba, and Taubaté,
in Brazil; Fort Lauderdale, Jacksonville, Macon, Melbourne, and Nashville,
in the United States, and OGMA, in Portugal.
Embraer’s GHG Inventory is being verified by LRQA do Brasil LTDA in
accordance with ISO 14064:2006. The verification of 2022 inventory is
being taken with a reasonable level of confidence and should be completed
in April 2023.
Gas
CO2
HFC
N2O
CH4
PFC-218
Total
2020
36721
5304
251
16
0
2021
2022*
38007
36504
6497
266
17
0
4846
230
19
0
42292
44787
41599
Biogenic emissions
42
100
172
* In 2022, the Évora unit ceased to be part of the scope.
Note: (i) The increase in emissions from biogenic sources is explained by the increase in the use of
renewable energy sources by Embraer.
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SUSTAINABILITY
INDICATORS
Indirect (Scope 2) GHG emissions (tCO2e)
(GRI 305-2)
Other indirect (Scope 3) GHG emissions (tCO2e)
(GRI 305-3)
Gas
CH4
CO2
N2O
Total
2020
2021
2022*
16
16
20
22874
30327
17840
24
24
25
22914
30367
17885
Gas
CH4
CO2
N2O
Total
2020
2021
2022
1126
1122
1341
10014
11238
15617363
155
161
202
11295
12521
15618906
The CO2 emission factor of the National Interconnected System of
Brazil posted a significant reduction in 2022 compared to 2021. This
scenario contributed to the reduction of Scope 2 emissions.
* In 2022, the Évora unit ceased to be part of the scope.
Biogenic emissions
1621
1421
1985
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SUSTAINABILITY
INDICATORS
Other indirect (Scope 3) GHG
emissions by category (tCO2e)
Categories
Purchased Goods and Services
Collaborator Commuting
Waste Generated in Operations
Transport and Distribution (Upstream)
Business Travel
Use of sold product
Activities related to fuel and energy not included in
Scopes 1 and 2
2021
3597
1071
5481
1347
2444
-
-
(GRI 305-3)
2022
3165
1300
4785
1359
7605
15585195
15497
Total
13940
15618906
The reach of Scope 3 was significantly expanded in 2022: (i) For the
categories: Goods and Services purchased, Collaborator commuting
(home-work), Waste generated in operations, Transport and distribution
(upstream), and Business trips, data reach was maintained, only
considering the Brazilian units. (ii) The category of emissions associated
with energy use, not included in scope 1 and 2, was included in all
operating units considered in the inventory. For this inclusion, emission
factors available in the literature about the production processes of the
energy consumed by the company were considered. (iii) Scope 3 emissions
associated with the use of the product sold for commercial and executive
aircraft were included. For accounting, the Technical Guide for Calculating
Scope 3 Emissions – category 11 (GHG Protocol, 2022) was considered.
The emissions from the use phase were calculated, resulting from the
consumption of aviation kerosene – the emission factor used considers
the entire fuel life cycle. Values were calculated considering the useful
life of aircraft, the number of aircraft delivered in the reported year, and
the average annual fuel consumption of each aircraft model. The value
of delivered aircraft was taken from Embraer’s financial report. Other
information was estimated considering internal and external data on aircraft
performance. The calculation methodology, as well as the entire inventory
of GHG emissions, is being validated by a third party, with a reasonable
level of confidence and following the guidelines of ISO 14064.
Direct GHG emissions intensity (Scope 1)
(GRI 305-4)
GHG total direct emissions (tCO2e)
Annual revenue (Million US$)
Emissions by annual revenue
(tCO2e / Million US$)
Data coverage
2020
42292
3771
11,21
92%
2021
44787
4197
10,67
93%
2022
41599
4500
9,24
93%
Indirect GHG emissions intensity (Scope 2)
(GRI 305-4)
GHG total indirect emissions (tCO2e)
Annual revenue (Million US$)
Emissions by annual revenue (tCO2e /
Million US$)
Data coverage
2020
22914
3771
6,1
92%
2021
30367
4197
7,2
93%
2022
17885
4500
3,9
93%
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SUSTAINABILITY
INDICATORS
OTHER ATMOSPHERIC EMISSIONS
The values reported in 2022 refer to the production units Botucatu, EDE,
Eugênio de Melo, Gavião Peixoto, Ozires Silva, Taubaté, Melbourne, and
Nashville. For the calculations, the technical standards of regulatory
environmental agencies of each region are applied.
NOX, SOX, and other significant
atmospheric emissions (t)
(GRI 305-7)
Emissions of Ozone-Depleting Substances - ODS (t)
(GRI 305-6)
Gas
2020
2021
2022*
Gas
NOx
SOx
Persistent Organic
Pollutants (POP)
Volatile Organic Compounds
(VOC)
Particulate Matter (PM)
Total
2020
2021
2022*
HCFC-22
0,09
0,08
0,06
36
1
0
16
14
67
57
4
0
89
55
53
1
0
78
37
HCFC-141B
0,04
0,03
0,02
HCFC-124
-
0
0
205
170
Total
0,13
0,11
0,08
* In 2022, the Évora unit ceased to be part of the scope.
Note: (i) Emissions in tons of CFC-11 equivalent calculated through the Ozone Destruction Potential (ODP), as applied by the Montreal Protocol. Figures obtained at: http://www.epa.gov/ozone/ science/ods/index.html, (ii)
In 2021, 3 international units (OGMA + ÉVORA + MLB) were included.
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SUSTAINABILITY
INDICATORS
3.1.3. WATER AND EFFLUENTS
EFFLUENTS
WATER
At Embraer, the environmental guidelines pertaining
to wastewater generation are:
• Compliance with legal, environmental, health, safety,
fire prevention, and emergency requirements applica-
ble to the company’s business;
• Prevention and response to pollution, respect for bio-
diversity, and concern about climate change;
• Furtherance and enhancement of technology develo-
pment, so that their products, processes, and equip-
ment cause less impact.
Data coverage for effluents is 86% and considers
the following units: Botucatu, EDE, Eugênio de Melo,
Gavião Peixoto, Melbourne, Ozires Silva, Taubaté,
Melbourne, and OGMA.
In 2022, data coverage increased to 94% compared to 92% in 2021, which is a result
of improvements in management that made it possible to include the following units:
Campinas, São Paulo, Jacksonville, and Macon. Additionally, the indicator considers:
Belo Horizonte, Botucatu, EDE, Eugênio de Melo, Gavião Peixoto, Ozires Silva, Sorocaba,
Taubaté, Fort Lauderdale, Melbourne, Nashville, and OGMA.
Embraer has initiatives for the rational use and conservation of water, including:
• Reuse of treated effluent in cooling towers and gas washers in EDE;
• Use of rainwater in toilets, gas washers, and floor washing in Botucatu;
• Reuse of treated effluent for cleaning parts, in the painting booth, gas washers, and
cooling towers in Ozires Silva;
• Reuse of effluent treated by reverse osmosis, in an industrial process at the Taubaté unit;
• Use of effluents from other organizations in the Melbourne unit, for non-drinking use.
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SUSTAINABILITY
INDICATORS
Water withdrawal by sources (m3)
(GRI 303-3)
Water withdrawal
2020
2021
2022*
Surface water including lakes, rivers,
and streams
-
0
0
Groundwater
393146
517569
397825
Water withdrawal
by sources
Rainwater directly collected and stored
by the company
-
443
148
Third-party water
314270
275182
244258
Effluent from other companies
94803
81156
88925
Total water withdrawal
802219
874350
731156
Data coverage
92%
92%
94%
Water consumption in 2022 was within expectations even in
the face of the company’s production increase. The high con-
sumption occurring in 2021 was mainly connected to the need
for maintenance in industrial facilities, which resulted in an
unexpected water consumption for the year.
The reduction observed in 2022 of 11% for the consumption of
water from a local concessionaire and 67% for rainwater mainly
resulted from the exclusion of the Évora unit from the scope.
This unit accounted for 16% and 65%, respectively, of water
consumption from local concessionaire and rainwater.
The Melbourne unit stands out in terms of water consumption,
with 91% of the total water consumed coming from indirect reu-
se, that is, from the use of effluents from other organizations.
The Ozires Silva unit had a 30% reduction in water consump-
tion in 2022 compared to the previous year. This unit accounts
for about 56% of total groundwater consumption.
In relation to the OGMA unit, which accounts for 18% of the
company’s water consumption, the strategy of outsourcing
water-consuming processes contributed to a 5% reduction in
consumption in 2022 vis-à-vis 2021.
* In 2022, the Évora unit ceased to be part of the scope.
Note: The consumption of water from local concessionaire, underground source, and rainwater was lower in 2022 mainly
owing to the exclusion of Évora from the scope, a unit that is no longer part of the Embraer group.
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Water discharge (m3)
Water discharge
Surface water
Groundwater
Water discharge by destination
Seawater
SUSTAINABILITY
INDICATORS
(GRI 303-4)
2022*
71107
0
0
2021
84306
0
0
Third-party water
293699
299694
Third-party water and the volume of this total sent for use to other organizations
0
0
Total water discharge
378005
370800
Water discharge by freshwater and other types of water
Freshwater (≤1,000 mg/L total dissolved solids)
Other water (>1,000 mg/L total dissolved solids)
-
-
-
-
Data coverage
86%
86%
* In 2022, the Évora unit ceased to be part of the scope.
Note: Indicators (i) fresh water and (ii) other types of water will be monitored from the next reporting cycle.
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SUSTAINABILITY
INDICATORS
Total water discharge, separated by type (m3)
(GRI 303-4)
Recycled and Reused Water (m3)
(CDP W1.2)
2020
2021
2022*
Water reused by the company
2020
2021
2022*
Domestic
Industrial
130828
258251
271755
Total amount of reused water
33213
38082
16761
111438
119754
99045
Recirculation index
4,1%
4,4%
2,29%
There was a 17% reduction in the disposal of industrial effluent, which mainly results
for the removal of the Évora unit from the scope. Another factor that contributed to
the reduction was the strategy of outsourcing effluent generating processes in the
OGMA unit from mid-2022.
The Ozires Silva unit, which accounts for about 28% of domestic effluent generation
and where the largest number of collaborators is concentrated, posted a 44% increase
in domestic effluent generation, owing to the return of collaborators to the face-to-
face and hybrid regimes, and also due to the increase in production in 2022.
Water reuse within the organization was lower in 2022, mainly
due to the exclusion of Évora from the scope. In 2021, Évora
accounted for 49% of direct water reuse, with about 18,700 m3.
* In 2022, the Évora unit ceased to be part of the scope.
Note: Domestic effluents are accounted for by Embraer in the units where there is internal biological treatment. They are: Eugênio de Melo, Gavião Peixoto, Ozires Silva, Taubaté, and OGMA. In turn, industrial effluents are
accounted for by Embraer in units where there is internal treatment in effluent treatment plants. They are: Botucatu, EDE, Eugênio de Melo, Gavião Peixoto, Taubaté, Melbourne, and OGMA. The Belo Horizonte, Campinas,
São Paulo, Sorocaba, Fort Lauderdale, Jacksonville, Macon, and Nashville units do not generate industrial effluents.
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SUSTAINABILITY
INDICATORS
3.1.4. WASTE
Waste generation coverage refers to the Botucatu, Campinas, EDE, Eugênio
de Melo, Gavião Peixoto, Ozires Silva, Sorocaba, Taubaté, Fort Lauderdale,
Jacksonville, Macon, Melbourne, Nashville, and OGMA facilities, which
account for 93% of Embraer’s collaborators considering all worldwide
facilities. In 2022, the unit in Évora (Portugal) ceased to be part of the
Embraer group.
In Brazil and Portugal, accounting for about 95% of the waste generated,
data is obtained through quantification in calibrated equipment (scales)
and audited annually under the Integrated System for Management of
Health, Occupational Safety, and Environment (SIGMASS). In addition,
all management is performed in a public and transparent system (online
platform), so that all entities involved in waste management (generator,
carrier, temporary storage, receiver, etc.) and regulatory environmental
agencies have instant access to data and shipments, being able to audit,
deny incoherent shipments, among other actions.
In the units located in the United States, data is supplied by the companies
responsible for the final disposal of solid waste.
Total weight of waste, sorted by
disposal method (t)
(GRI 306-3,4,5 e RT-AE-150a.1)
Type
Disposal method
2021
2022
Landfill
Recycling, Recovery and Reuse
Composting
Incineration or Direct Burning (With Energy
Recovery)
Incineration or Direct Burning (No Energy Recovery
6
367
0
0
5
12
120
0
0
0
Hazardous
waste
Waste Blend Formulation (For Co-Processing)
1230
1188
Biological Treatment
Physical-Chemical Treatment
Valorization*
Elimination *
Others
0
1357
186
2037
0
0
1391
345
1553
6
Total hazardous waste generated
5188
4615
* Exclusive methods for Portugal units.
Restatements of information (GRI 2-4): In 2021, coverage was stated to include Fort Lauderdale. However,
this unit was only considered in 2022.
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SUSTAINABILITY
INDICATORS
(GRI 306-3,4,5 e RT-AE-150a.1)
Percentage of waste recycled
(GRI 306-3,4,5 e RT-AE-150a.1)
Total waste weight, separated by
disposal method (t)
Type
Disposal method
2021
2022
Total waste generated (t)
Landfill
1062
1832
% of hazardous waste recycled
Recycling, Recovery and Reuse
6715
7846
% of non-hazardous waste recycled
Composting
274
332
Data coverage
2021
15913
7,1
70
2022
17547
28
69
93%
93%
Incineration Or Direct Burning (With Energy
Recovery)
Incineration Or Direct Burning (No Energy
Recovery
845
1240
1
0
Waste Blend Formulation (For Co-Processing)
510
730
Biological Treatment
230
254
Non-
hazardous
waste
Physical-Chemical Treatment
Valorization*
Elimination *
0
1087
2
0
691
8
Total non-hazardous waste generated
10725
12932
* Exclusive methods for Portugal units.
Waste generation data, by type of disposal, is received, consolidated, and criti-
cally reviewed monthly by Embraer’s Health, Safety and Environment area. Mo-
reover, data is submitted to local leadership and vice presidencies, especially in
the context of the assessment of SIGMASS performance.
The classification between hazardous waste and non-hazardous waste follows
the legal and regulatory framework of the country where the waste is generated.
In the scope of recycled waste, the following are considered: waste that undergo-
es a process of changing its physical, physical-chemical or biological properties,
with a view to transformation into inputs or new products; reuse of solid waste
without its biological, physical or physical-chemical transformation; and reuse
including the transformation of waste into a blend for co-processing purposes.
Thus, the disposal categories included in this scope are: (i) recycling, recovery,
and reuse, (ii) composting and (iii) formulation of waste blend for co-processing.
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From 2022, the formulation of waste blend for co-
processing (specific to Brazil) was included in the
scope of recycled waste considering the specific
legal protection (CONAMA Resolution No. 313/2002
and CONAMA Res. No. 499/2020) that includes
co-processing in the category of reuse/recycling/
recovery. Co-processing
is defined as a final
destination that involves the processing of solid
waste as a substitute for raw material and/ or fuel
in the clinker production furnace system, in the
manufacture of cement. This inclusion explains the
increase in the percentage of recycled waste in 2022.
It is important to note that in Brazil incineration is a
process subject to specific regulations, not covering
co-processing, according to CONAMA Resolution
No. 313/2002.
The “other” type of disposal includes hazardous
waste generated at US units, classified according to
local regulations as Universal Waste ( EPA, 40 CFR
273.9). Recovery and Disposal are exclusive methods
for facilities in Portugal, pursuant to Directive
2008/98/EC.
The category incineration or direct burning of non-
hazardous waste comprises wood waste generated
is processed and
in operations. Such waste
transformed into biomass for energy use.
In 2022 there was an increase in total solid waste
generation. As concerns non-hazardous waste, two
main factors contributed to the increase in this category
of waste, (i) the increase in industrial production and
(ii) the post-pandemic return of collaborators to face-
to-face and hybrid work regimes, which increased
the generation of waste from restaurants, pantries,
and offices. As regards hazardous waste, there was a
reduction in generation owing to the exclusion of the
Évora unit, and the strategy of outsourcing production
in OGMA.
NUMBER AND AGGREGATE
QUANTITY OF REPORTABLE SPILLS;
QUANTITY RECOVERED:
There were no reportable leaks in 2022, according to
the guidelines of indicator SASB (RT-AE-150a 2). Events
that occurred and that do not meet the criteria of this
indicator were reported to the regulatory environmental
agencies. Such events were promptly contained and
managed in keeping with the regulations applicable to
the locations where they occurred.
SUSTAINABILITY
INDICATORS
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SO CIAL
Indicators
89
3.2.1. HEALTH, SAFETY, AND WELL-BEING
(GRI 403-1)
(GRI 403-2)
Embraer seeks excellence in its occupational
health and safety performance, a topic consi-
dered a priority in the company. Hence, it car-
ries out educational and preventive efforts on
an ongoing basis, in connection with the MASS
(Health, Occupational Safety, and Environment)
policy, which is global in scope.
All collaborators and partner companies (service
providers) are covered by the Integrated Mana-
gement System for Health, Occupational Safety,
and Environment – SIGMASS. The staff consists
of assistants, nursing technicians, occupational
safety technicians, occupational safety engine-
ers, coordinators and the Global Head of Health,
Safety and Environment.
Learn more:
MASS Policy
Compliance Policy
The management model applied in the Embraer
Business Excellence Program - P3E uses the con-
cept of SQDC (Safety, Quality, Delivery, and Cost)
aiming at the standardization and optimization of
the company’s operational and cost indicators.
In addition to the criteria of business excellence,
Embraer has maintained in its largest manufac-
turing units, for 19 years, international certifica-
tions such as ISO 14001. In 2021, the Brazilian
Units successfully achieved ISO 45001 certifica-
tion, ensuring the implementation of all the tools
provided for in this requirement. This means that
more than 88% of Embraer’s operations are cove-
red by these certifications.
Collaborators and workers who are not employed
can report hazards and dangerous situations
through the SIGMASS channel. In this channel,
communication is anonymous and supported by
Embraer’s Compliance policy.
SUSTAINABILITY
INDICATORS
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SUSTAINABILITY
INDICATORS
Work-related injuries: Health and
Occupational Safety
(GRI 403-9)
Work-related injuries - Collaborators
Unit
2020
2021
2022
Work-related injuries - Contractors
Unit
2020
2021
2022
Total number of fatalities
Fatalities rate
The number of accidents with lost-workday
(excluding fatalities);
N.
i
N.
0
0
23
0
0
13
0
0
23
Total number of fatalities
Fatalities rate
The number of accidents with lost-workday
(excluding fatalities);
N.
i
N.
-
0
4
-
0
5
0
0
8
The rate of accidents with lost-workday
(excluding fatalities);
i
0,75
0,41
0,75
The rate of accidents with lost-workday
(excluding fatalities);
i
0,52
0,34
0,24
The rate of accidents with lost-workday
by countries
Unidade
2020
2021
2022
The rate of accidents with lost-workday
by countries
Unidade
2020
2021
2022
Brazil
United States
Portugal
Other countries
Total
i
i
i
i
i
-
-
-
-
-
0,09
0,04
Brazil
0,80
0,70
United States
0
0
0,56
0
Portugal
Other countries
0,41
0,15
Total
i
i
i
i
i
-
-
-
-
-
0,27
0,24
0,07
0,30
0
0
0
0
0,34
0,05
Note: The data was calculated according to the regulatory standards in Brazil and OSHA (USA). Indexes were calculated based on 1,000,000 hours worked.
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OCCUPATIONAL SAFETY AND
HEALTH PROGRAMS
(GRI 403-1, 403-2, 403-7, 403-8, 403-9, 403-10)
Embraer’s Occupational Health Program is inten-
ded to provide an occupational medical care service
in the company’s units, as well as ensure the mo-
nitoring of environmental conditions at work, thus
allowing health and prevention of both occupational
and clinical diseases.
All collaborators are invited to carry out periodic oc-
cupational examinations, which are carried out on-
-site or in clinics accredited by Embraer. In addition,
the occupational physician will visit the various are-
as of the company, without prior notice and together
with the staff of occupational engineers, in order to
inspect the working conditions of collaborators.
The company also relies on the process for surveying
hazards and risks as a means to prevent and mitiga-
te impacts on the health and safety of collaborators.
This work is conducted by Embraer’s Health, Safety
and Environment staff.
SUSTAINABILITY
INDICATORS
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WELL-BEING PROGRAM
Fostering of Health and Well-Being
Programs
2020
2021
2022
Number of collaborators participating
Well-being without smoking
Well-being without drugs
Well-being with motherhood
Well-being with yourself
Well-being with physical activity
Well-being
10
63
0*
369
196
103
3
26
40
211
18
23
125
556
348
1011**
160
467
Vaccination program **
32123
24682
27000
Reinsertion program
Embraer on the move
228
124
-
4800
4800
2762
Prevention lives streaming sessions
1490
2032
1028
Note: (i) The programs are offered to Brazilian collaborators, (ii) * Owing to the pandemic, the event was
not held, (iii) ** This number includes collaborators and their dependents and (iv) In 2022 the company
did not carry out the Reinsertion Program
SUSTAINABILITY
INDICATORS
(GRI 403-6)
WELL-BEING WITH YOURSELF
The Company offers a multidisciplinary staff
made up of nutritionists and psychologists to help
collaborators achieve balance and quality of life.
This effort is targeted at collaborators who are
overweight, obese or have chronic diseases such as
hypertension, cholesterol, dyslipidemia, diabetes.
and heart diseases and who want to have a healthier
life.
WELL-BEING WITH PHYSICAL ACTIVITY
The 30’ (thirty minutes) gym is a method implemented
by the Well-Being Program in concert with the
Embraer Sports Association (ADCE) since 2011 that
aims mainly at general physical conditioning, in
which aerobic capacities and muscular endurance
are worked simultaneously. Circuit training, after
which the program is named: 30 minutes, consists
of an average of 16 activities called stations, in
weight machines and gymnastics equipment (Swiss
ball, dumbbells, elastic bed, etc.); in each station an
execution time (fifty seconds) is determined, and a
voice command determines the change of station.
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WELL-BEING WITHOUT SMOKING
To support collaborators and their direct dependents who no longer want to smoke,
the company offers a therapy that helps smokers quit this practice, combining me-
dication (nicotine replacement to minimize the physical symptoms of abstinence),
and psychological support (to strengthen the emotional structure, encourage the
change of habit, and behaviors associated with smoking). All therapy and medica-
tion are 100% paid by the company.
WELL-BEING WITHOUT DRUGS
A group of qualified professionals, with the support of specialized institu-
tions working for the prevention and recovery of chemical dependence, is
responsible for the therapy, which can be:
Outpatient: with individual therapy with specialists and participation in a
weekly meeting in the exclusive Support Group for Embraer;
Hospitalization: depending on the disease stage, and if there is a need for
hospitalization, there are specialized clinics and the hospitalization period
can range between 30 and 45 days;
Treatment for direct dependents: In general, the family of the addict needs
support to be able to cope better with the disease, so family members are
also offered treatment through a support group and individual therapy.
The Program bears 100% of the expenses for the first hospitalization and
outpatient treatment.
SUSTAINABILITY
INDICATORS
WELL-BEING WITH THE FAMILY
Designed to assist collaborators who are ex-
pecting a child, the company has assembled
two special courses for this moment, namely:
The course for pregnant women, held every
six months online for both the collaborator
who will be a father and the collaborator who
will be a mother, and the course on paternity
leave, exclusively for collaborators who will
be parents.
Embraer grants maternity leave of 180 days
and paternity leave of 20 days. In addition,
the company also offers daycare allowance
to collaborators during the first 18 months af-
ter returning from maternity leave.
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WELL-BEING
Designed to take care of the mind and body, this initiative offers free
care with a psychologist with immediate support.
Digital Health: A mobile service, in which all those assisted by the
Bradesco Saúde insurance have medical care through the app with
professionals registered throughout Brazil.
Mindfulness and Self-Care: A time of the day to take care of yourself.
15 minutes of the day are totally dedicated to self-care, with different
types of activities.
On-site health care and occupational care: Those who work 100% on-
site or in the hybrid model can count on this benefit. Occupational
and Assistance Care is a medical outpatient clinic with a health staff
always ready to support collaborators, in the case of complaints,
questions, or medical referrals.
Prevention Live Streaming Sessions: Prevention Live Streaming
Sessions are part of the live streaming sessions track at EMpower,
which address topics relating to food, sleep quality, integrative
medicine, and much more.
Multidisciplinary Well-Being Team: A team ready to listen and give
full support to collaborators. Embraer offers a staff dedicated to
exclusive well-being care, Healthcare staff, and the care of medical
and dental insurance operators, to provide the necessary support on
a daily basis.
SUSTAINABILITY
INDICATORS
On-Call 24 hour: A hotline designed to serve collaborators and direct
dependents, at a distance, and assist them, at any time, in emergency
situations, such as:
• Funeral assistance to collaborators and direct dependents;
• Accidents at work, traffic, and others;
• Authorization for emergency care relating to the health or dental
insurance;
• Emergency assistance to collaborators on business trips.
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SUSTAINABILITY
INDICATORS
VACCINATION BENEFIT
Vaccines are effective, preventing
and reducing the spread of disea-
ses. As a way to further the health
of its collaborators and direct de-
pendents, Embraer offers the Vacci-
nation Benefit, where the company
participates with 80% of the value of
some vaccines that are not offered
by the government, as well as the
annual flu vaccination campaign. In
2022 circa 27,000 people were be-
nefitted.
HEALTH AND DENTAL
INSURANCE
Embraer offers four types of dental
insurance for all collaborators and
their legal dependents, and the ba-
sic insurance (mandatory coverage)
is 100% funded by the company,
currently there are 31,500 people
using the dental insurances bene-
fit.
HEALTH INSURANCE
Embraer offers a Regional and Na-
tional health insurance, with ac-
commodation in a ward and apart-
ment, for all collaborators and their
legal dependents, with the com-
pany’s participation in the monthly
fees ranging from 70% to 100% of
the costs. In 2022, 35,000 people
were assisted by the plans.
PHARMACY BENEFIT
LIFE INSURANCE
This benefit consists of Embraer’s
predefined financial participation
in the purchase of prescription
drugs by collaborators and their di-
rect dependents.
The company offers its collabo-
rators and trainees a Group Life
Insurance.
LABORATORY IN THE UNITS
Thinking of allowing increased
convenience in the daily lives of
collaborators, encouraging them
to keep their exams up to date,
the company offers, at the São
José dos Campos unit, the servi-
ces of Laboratório Clínico Sabin.
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3.2.2. TALENT MANAGEMENT
Collaborator training
(GRI 404-1)
2021
2022
Average hours of training by gender and collaborator
category
Men
Women
Men
Women
Total number of training hours
6045
2958
7191
4468
Administrative
Total number of collaborators in the category
325
Average training hours per collaborator
18,6
226
13,1
335
21,5
228
19,6
SUSTAINABILITY
INDICATORS
Average hours of training by gender and collaborator
category
Men
Women
Men
Women
2021
2022
Total number of training hours
Pilot
Total number of collaborators in the category
316
78
4
48
1
48
572
84
6,8
0
0
0
Total number of training hours
60349
12273
87790
20560
Average training hours per collaborator
Engineer
Total number of collaborators in the category
2930
Average training hours per collaborator
20,6
511
24
3026
28,7
553
37,2
Total number of training hours
10398
5877
12599
11102
Internship
Total number of collaborators in the category
387
253
310
Average training hours per collaborator
26,9
23,2
40,6
236
47
Total number of training hours
60814
53281
51223
43581
Professional
Total number of collaborators in the category
1391
1056
1588
1169
Average training hours per collaborator
43,7
50,5
32,3
37,3
Total number of training hours
68899
7090
87886
8996
Total number of training hours
29577
4565
24522
5332
Technician
Total number of collaborators in the category
1949
222
1932
194
Leadership
Total number of collaborators in the category
815
Average training hours per collaborator
36,3
120
38
797
30,8
148
36
Total number of training hours
202367
21454
263727
34699
Operational
Total number of collaborators in the category
5304
499
5908
719
Average training hours per collaborator
35,4
31,9
45,5
46,4
Total number of training hours
438765
107546
535510
128738
Total
Total number of collaborators
13179
2888
14016
3247
Average training hours per collaborator
38,2
43
44,6
48,3
Average training hours per collaborator
33,3
37,2
38,2
39,6
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Investment on collaborator’s training and education (GRI 404-1)
PERFORMANCE ASSESSMENT
(GRI 404-3)
SUSTAINABILITY
INDICATORS
Investment on training and development
2020
2021
2022
Average hours by training and development by
FTE [hours]
Average expenditure on training and
development by FTE (US$)
14
13
34
48
38
78
Annually, between January and April, Embraer carries out the Performance
Assessment Process, with the purposes of assessing the performance of
the entire company, using the Nine in Box* Matrix tool. Thus, 100% of
collaborators are assessed and evaluated from two perspectives:
1. Result
2. Behavior
After the closing of the process, the leader conveys to his team,
individually, the results of the performance assessment of each
collaborator through performance feedback. One of the outputs of the
performance process is the merit cycle, taking into consideration the
result of the Performance Assessment.
Thinking about the future, Embraer annually carries out the Potential
Assessment, a process that assesses the potential of our collaborators
to take on new challenges.
Thus, while the Performance Assessment Process looks into the past, the
Potential Assessment looks to the future, making the talent management
process robust and helping in the construction of Embraer’s succession
process, that is, if any leader leaves the company, Embraer already knows
which other professional has the ideal profile to hold the position.
*Tool used to assess the performance of collaborators of a company, allowing to sort professionals
in groups, and take specific efforts to improve the performance of each one.
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SUSTAINABILITY
INDICATORS
EDUCATION ECOSYSTEM
ACCELERATING CAREERS
(GRI 404-2)
Embraer fosters the culture of learning and believes
that each professional is the main player in their
own career, and that continuous investment in
the training and qualification of people will
always be a competitive edge. The company relies
on an ecosystem of knowledge generation and
dissemination, through partnerships and training
talent
initiatives, and empowerment of new
encouraged to create the most innovative products
in the industry of the future.
Throughout the year, Embraer provides educational
programs aligned with market trends, always attentive
to people’s different career moments and plurality.
In all these programs, topics such as diversity and
respect for people are worked on, in line with the
company’s culture and strategic goals, supported by
an active and permanent learning process.
Young
Aprentice
Lean
Social Tech
Embraer
Internship
Leader
Engineering
Specialization
Program (PEE)
Supply
Chain
Operations
Embraer
Designer
Partners of
Knowledge
EMPOWER
Culture &
Diversity
Procurement
Embraer
on Route to
Diversity
Engineering
Acceleration
Program
(ACE)
Business
Education
Incentive
Program
Languages
Engineering
Manufacturing
Engineering
Training
Program
Corporate
Strategic Academies
Educational Programs
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SELF-DEVELOPMENT PLATFORM
CORPORATE ACADEMY
Tuned
in digital transformation, the self-improvement
platform within Empower enables collaborators to set their
learning goals in line with their career planning. It relies on an
artificial intelligence system that chooses and recommends
content for each individual, pursuant to their skills and areas
of interest.
LEADER‘S ACADEMY
It covers the entire leadership lifecycle, from onboarding to
training and long-term development efforts targeted at the
implementation of corporate strategy. In 2022, the company
maintained the pillars of leadership development (Culture,
Business, People Cycle, Future of Work, and Diversity),
offering programs focused on Hybrid Management, Cultural
Evolution, Lean Leadership, Performance, and Potential,
Labor Relations, among other relevant topics. Overall, there
were 13,828 participations, totaling about 30,000 hours of
development for the Embraer leadership.
Underscoring its commitment to be a com-
pany recognized by Ethics & Compliance,
since 2017 Embraer has been applying the
online training in its Code of Ethics for all
collaborators. The content is available glo-
bally and is part of the mandatory training
track for all new collaborators.
In this same track, collaborators also com-
plete the following courses: Occupational
Safety, Business Planning, Performance
Assessment, Data Protection, Coronavirus
Prevention, and Corporate Intellectual Pro-
perty Policy, which amount to circa 6,000
hours of participation in 2022.
SUSTAINABILITY
INDICATORS
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As for the Product Development pillar in
2022, there was an evolution of educa-
tional methodologies and several tracks
were designed on the EmPower self-de-
velopment platform, in virtual format,
following the trends of digital transfor-
mation and making available to partici-
pants the resource of artificial intelligen-
ce for real time knowledge assessment.
The technical career tracks containing
15 macro topics were also created and
unfolded in more than 40 educational
routes, planned to occur in 2023 through
synchronous classes and asynchronous
content availability.
ENGINEERING ACADEMY
As a means to strengthen the aeronau-
tical culture, the training of engineers,
technicians, and engineering professio-
nals, establish a systemic vision of pro-
ducts, and foster collaborator careers’
improvement, Embraer offers develop-
ment solutions aligned with the busi-
ness strategy. In 2022, the engineering
academy restructured its curriculum,
having as contributors several profes-
sionals and specialist areas, and setting
3 guiding pillars of education, namely:
Soft Skill, Management and Business,
and Product Development.
Regarding the Soft Skill pillar, still in
2022, 27 classes were planned for the
year 2023. For Management & Business,
more than 15 relevant topics were ma-
pped, in the realms of operational ma-
nagement, finance, and business strate-
gic vision, which will be provided during
the year in a gradual way, in a format of
live streaming sessions to collaborators.
SUSTAINABILITY
INDICATORS
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SUSTAINABILITY
INDICATORS
ACADEMY OF OPERATIONS
BUSINESS ACADEMY
SUPPLY CHAIN ACADEMY
It provides a Qualification Program aimed at
collaborators who work in the manufacture of
aircraft. In 2022, there were 47,968 participa-
tions in qualification courses, totaling 182,279
hours of training.
The courses are structured in curricula accor-
ding to requirements for performance in the
production process. The definition of these
requirements is carried out in concert with
representatives of quality, engineering, safe-
ty, and human resources. Internal procedures
and normative requirements for each process
are considered.
In-person, remote, online, and hands-on lear-
ning solutions are offered to enhance collabo-
rators’ experience during the learning process.
Some qualification tracks have been extended
to overseas sites where new local internal fa-
cilitators have been trained to ensure knowle-
dge management and speed in the delivery of
learning solutions.
In 2022, the company focused on building the Ma-
terials Solution Academy of the Vice Presidency
of Services and Support (VSS), making a diagno-
sis of the knowledge and skills required for the
current and future moment, and working on so-
lutions to enhance outcomes through a duly trai-
ned team. The academy is still under construction,
with the provision of new training and efforts to
be developed, however, some training identified in
this diagnosis stage has already been carried out,
such as: Storytelling, Presenter Communication
(oratory), Visual Communication/ slides, Negotia-
tion, Decision Making, Onboarding, in addition to
specific technical training.
It is also worth mentioning the creation of a mul-
tidisciplinary working group (with Defense & Se-
curity, IT, Engineering, and HR) for discussions on
the topic Cybersecurity, as well as the construc-
tion of an academy through the stages of diagno-
sis and learning strategy. The next stages are still
under discussion and should have developments
during the year 2023.
It was created by the Supply Chain and Logisti-
cs area with the mission of training collabora-
tors in concepts and best practices of supply
chain management, on top of shaping attitu-
des, posture, and raising people’s drive, so that
they make the necessary changes in processes
and continuous evolution in the pursuit of ex-
cellence. In 2022, knowledge pills were started,
which are fast courses, two hours long, provi-
ded by internal facilitators, in addition to soft
and hard skills development programs. Overall,
59 classes were held, with 1,242 attendees, and
191 learning hours. To date, this academy has
65 courses in its tracks.
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PROCUREMENT ACADEMY
LEAN ACADEMY
This academy aims to ensure the
training of procurement profes-
sionals based on the required
skills of each position to meet
Embraer’s business and strate-
gy needs. By building a learning
journey by position/area, it prio-
ritizes key procurement skills
revolving around business know-
ledge, technical knowledge, and
behavioral skills. The academy
has 27 development topics ma-
pped in its tracks, 3,600 parti-
cipations and more than 11,500
training hours.
Lean Academy is one of the pioneering academies and applies
to all areas of the company. It was born as the training program
of P3E (Embraer’s Business Excellence Program) with a view to
furthering organizational learning and disseminating the Lean
philosophy. The Lean philosophy is part of the cultural foundation
of Embraer’s strategic plan. The tracks of this academy involve all
professional categories and aims to make Lean knowledge always
available and accessible. In 2022, training started on Dojos, which
are Lean practical learning rooms.
Two important programs were created for operations using these
rooms, Dojos – Lean Leadership, and Lean Attitudes for Coaches.
Other programs developed were: Office Floor Management for the
Compliance area, track for the continuous improvement agent,
and training of Lean Agile Coaching consultants, training these
professionals in new skills to support the future challenges of
digital transformation.
The academy brought 41 synchronous online courses and 14
remote learning courses, thus fostering education without borders.
The Lean academy figures are quite impressive: 64 courses, 457
sessions, 840 training hours, involving about 30,000 participations.
A fact that demonstrates the importance of this topic for Embraer
staffs was that in 2022 Lean was the second largest skill searched
on EmPower.
SUSTAINABILITY
INDICATORS
CULTURE AND
DIVERSITY ACADEMY
Among the accomplishments of the
year 2022, it is worth emphasizing
the development of the concept of
the “Culture Flight” journey, and
the launch of the “Our Culture with
Diversity” training, first of this tra-
ck, in an asynchronous, gamified
online format, for all collaborators
in Brazil, USA, EMEA*, and Asia.
Besides, two other classes of the
Psychological Safety Training for
Operations Leaders were held,
along with conversation circles
with leaders, coaches, and teams
of Botucatu Operations to discuss
concepts and situations experien-
ced involving diversity, equity, and
inclusion.
*Europe, Middle East and Africa
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PEE – ENGINEERING SPECIALIZATION
PROGRAM
PCEM – MANUFACTURING ENGINEERING
TRAINING PROGRAM
In the context of training and development, in 2022
there was an investment of approximately BRL 5
million in this major training initiative. PEE, carried
out in partnership with the Technological Institute
of Aeronautics (ITA), offers the Professional Master’s
Degree
in Aeronautical Engineering to selected
participants who are interested in working in the
aviation segment. Classes are taught by professionals
of Embraer and professors of ITA, and students have
the chance to be admitted by Embraer after the
program is completed. In 2022, 61 engineers attended
the program. Between July and August 2022, 22
engineers were hired by Embraer.
PES – SOFTWARE SPECIALIZATION PROGRAM
In 2022, an investment of approximately BRL 1.4
million was made in this training initiative, with a view
to meeting the new demands and opportunities of the
current global scenario. The 2022 outcomes were hi-
ghlighted on page 23 of the 2022 Annual Report.
This program was designed with the aim of diagnosing
and developing current and future skills required by the
business in order to further knowledge management and
the necessary readiness of people for the advances of
manufacturing engineering by 2025.
Launched in August 2022, it has engaged more than
70 professionals, and achieved 500 hours in program
structuring, in addition to 2,000 hours invested in the
preparation of contents and tracks. During 2022, 50
courses were held, 34 classes with 887 participants,
including engineers, analysts, and technicians. The
classes developed soft and hard skills through internal
facilitators and consulting from the market.
PCEM is based on two phases, the first being a general
alignment of concepts and the second focusing on the
future of manufacturing and engaged professionals,
where topics of industry 4.0 are addressed, with a view
to developing the necessary skills for the evolution of
processes and practices and mindset in the face of digital
transformation. Another front of PCEM is the technical
tracks, which are being built by dedicated experts and will
be made available gradually in 2023.
SUSTAINABILITY
INDICATORS
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ACE – ENGINEERING ACCELERATION PROGRAM
LANGUAGE ACADEMY
The Engineering Acceleration Program (ACE) released its
first class with 35 collaborators graduated in 2022. ACE is
targeted at training collaborators having up to 12 months
in the company and new hires in 34 courses broken down
into the Pillars of Culture, Aeronautics & Business, MAnnual
of Excellence in Engineering and DIP, Technical Concepts,
Procedures and Tools, Engineering and Soft Skills, and 100%
of the training is administered by Embraer’s specialized
facilitators over a 12-day period.
DIVERSITY ROUTE
Held in partnership with Senai of São José dos Campos
and Araraquara, the program focuses on training people
with disabilities for the labor market, offering theoretical
training and practical training in the company. The allocation
is performed according to the profile of the vacancies. The
program has contributed to increasing the employability
of people with disabilities, since 2019 about 100 people
have been trained and some continue to pursue careers in
various areas of the company, such as Production, Quality,
Engineering, Logistics, and Administrative.
Embraer has expanded the development po-
licy in the language area, doubling down on
the business focus, with more robust, con-
centrated, and effective ways to accelerate
the language learning of our collaborators,
with the purpose of meeting the company’s
challenges globally, investing in retention
and benefitting from the resulting improved
students’ performance.
In 2022, Embraer started a new partnership
with the company Lingopass, providing a
digital study model, which addresses more
strongly the need for protagonism and en-
gagement of student, continuing to meet
the company’s needs with a good level of
customization and great flexibility. With all
the changes and the need to ensure grea-
ter robustness, the program evolved into the
Languages Academy, with the entry of 181
new students in the second half of 2022,
closing the year with a total of 352 students
and with a great prospect of increasing this
number in 2023.
SUSTAINABILITY
INDICATORS
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SUSTAINABILITY
INDICATORS
KNOWLEDGE PARTNER
EDUCATION INCENTIVE PROGRAM
YOUNG APPRENTICE
Owing to the unremitting search
for knowledge,
innovation, and
technology, the company refor-
mulated the Knowledge Partner
Program in which the training of
instructors began to be conducted
by Embraer professionals, mitiga-
ting the need for suppliers, which
brought greater quality associated
with a lower cost.
In 2022, the Virtual Facilitation
Training was created with a view
to accelerating the online develo-
pment of new and capital distan-
ce facilitation skills that make a
difference in the development of
people and Embraer’s results. In
order to recognize, develop, and
further improve Embraer’s internal
instructors, the company is deve-
loping an exclusive academy for
this audience, which will be global.
It aims to further the recognition and development of
collaborators, through subsidies for Graduate, MBA,
Master’s, PhD and Postdoctoral Programs, taking the
organization’s strategy and business needs into account.
Applicable to all collaborators with an
indefinite
employment contract in all Embraer units.
EMBRAER INTERNSHIP
The program was structured targeted at a better experience
for trainees during their journey at Embraer, aiming at the
development of behavioral skills, and the retention of new talent
for the company. In addition to their everyday challenges, they
were also responsible for creating a project that contributed
to their respective areas, from process improvements to the
creation of something new, either a service or product. In
addition to the project module, in 2022 the company’s Culture
Pillars, Soft Skills topics and more knowledge about Embraer’s
Business Units were addressed. The 2022 outcomes were
highlighted on page 108 of this report.
One of the practical initiatives for the cons-
tant improvement and responsible insertion
of adolescents in the world of work is the
Young Apprentice Program. In such program’s
scope, young people are helped through le-
arning to develop habits necessary for entry
and permanence in the labor market. The ef-
forts developed with them are targeted at en-
couraging the development of their autonomy,
allowing the search for improving the quality
of life, decision-making, building healthy af-
fective relationships, recognizing themselves
as active players and participants within their
social group. The 2022 outcomes were highli-
ghted on page 23 of this report.
EMBRAER SOCIAL TECH CAREERS
The 2022 outcomes were highlighted on
page 25 of the 2022 Annual Report.
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SUSTAINABILITY
INDICATORS
2022
2831
84,0
497
14,8
2
0,06
41
N.
%
N.
%
N
%
N
New Collaborator Hires
(GRI 401-1)
New hires
Unit
2020
2021
2022
Total number and rate of new collaborator hires by country
Unit
Total number of new collaborator hires
Rate of new collaborator hires
N.
%
962
5,6
1909
3371
12,7
19,5
Brazil
United States
Portugal
Other countries
Total number and rate of new collaborator hires by gender
Unit
2022
Women
Men
N.
%
N.
%
Total number and rate of new collaborator hires by age group
Unit
Under 30 years old
30-50 years old
Over 50 years old
N.
%
N.
%
N.
%
858
25,5
2492
73,9
2022
1598
47,4
1567
46,5
206
6,1
New hires - STEM
Unit
2022
Women
Men
N.
%
N.
199
26
561
74
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SUSTAINABILITY
INDICATORS
Collaborator Turnover
(GRI 401-1)
Turnover
Unit
2020
2021
2022
Total number and rate of collaborator turnover by age group
Unit
2022
Total number of collaborator turnover
Rate of collaborator turnover
Volunteer total number of collaborator turnover
Volunteer rate of collaborator turnover
N.
%
N.
%
-
-
1347
Under 30 years old
19,5
10,6
8,1
-
3,1
-
956
5,4
6,0
30-50 years old
Over 50 years old
N.
%
N.
%
N.
%
243
18
902
67
202
15
Total number and rate of collaborator turnover by gender
Unit
2022
Total number and rate of collaborator turnover by country
Unit
2022
Women
Men
N.
%
N.
%
245
18,2
1094
81,2
Brazil
United States
Portugal
Other countries
N.
%
N.
%
N.
%
N.
888
65,9
427
31,7
1
0,1
31
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Return to work and retention of collaborators that took parental leave
Total number of collaborators that were entitled to
parental leave, by gender
Women
Men
Total
Unit
2022
N.
N.
N.
3.011
13.706
16.717
Return rate of collaborators that took parental leave, by
gender
Women
Men
Total
SUSTAINABILITY
INDICATORS
(GRI 401-3)
2022
95,6
96,7
96,4
%
%
%
Total number of collaborators that took parental leave,
by gender
Unit
2022
Total number of collaborators that returned to work after
parental leave ended that were still employed 12 months
after their return to work, by gender.
Unit
2022
Women
Men
Total
N.
N.
N.
114
390
504
Women
Men
Total
Total number of collaborators that returned to
work after parental leave ended, by gender
Unit
2022
Retention rate of collaborators that took
parental leave, by gender
Women
Men
Total
N.
N.
N.
109
377
489
Women
Men
Total
N.
N.
N.
%
%
%
174
702
876
2022
91,1
95,1
94,2
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Collaborators
Total number of collaborators
Total number of permanent collaborators
Total number of temporary collaborators
Total number of non-guaranteed hours collaborators
Total number of full-time collaborators
Total number of part-time collaborators
*The gender above is self-declaratory.
Total number of collaborators
Total number of permanent collaborators
Total number of temporary collaborators
Total number of non-guaranteed hours collaborators
Female
Male
Other*
Not
informed
3247
2902
345
0
2945
302
Brazil
14960
14203
757
0
13988
13528
460
0
13576
412
0
0
0
0
0
0
28
28
0
0
28
0
United
States
Portugal
Other
Countries
1962
1956
6
0
17
8
9
0
14
3
324
291
33
0
324
0
Total number of full-time collaborators
14249
1962
Total number of part-time collaborators
711
-
SUSTAINABILITY
INDICATORS
(GRI 2-8, GRI 2-30)
The number of collaborators was con-
sidered as the sum of all collaborators,
including trainees and apprentices hired
directly by the company. For the number
of temporary collaborators only those hi-
red for a fixed period, interns, and appren-
tices were considered. For the number of
part-time collaborators, all collaborators
with a workload of less than 8 hours per
day were considered.
In 2022, the company had 1,851 worke-
rs who are not collaborators, but whose
work is controlled by Embraer. The most
common types of workers in this cate-
gory are associated with housekeeping,
restaurant services, property security,
computer services, logistics, and tooling
engineering (GRI 2-8).
100% of collaborators are represented by
an independent union or covered by col-
lective bargaining agreements (GRI 2-30).
(GRI 2-7)
Total
17263
16458
805
0
16549
714
Total
17263
16458
805
0
16549
714
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BENEFITS
(GRI 401-2)
Embraer has a broad package of benefits
that covers 100% of its collaborators across
the globe, which may have small differences
owing to market practices and local reality of
the country or region in which it is located.
In Brazil, where more than 85% of its work-
force is allocated, the benefits offered by
the company are: Health Insurance, Dental
Insurance, Life Insurance, Private Pension,
restaurants in the operating units, Meal Vou-
cher, Food Voucher, Maternity Leave of 180
days and paternity leave of 20 days, flexible
working hours, alternative work models such
as 100% remote and hybrid, Day Care Allowa-
nce, Pharmacy Benefit, and Vaccine Benefit.
SUSTAINABILITY
INDICATORS
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3.2.3. DIVERSITY
Diversity in Governance Bodies
(GRI 405-1)
Composition of Governance body
Unit
2020
2021
2022
Women
Men
Under 30 years old
30-50 years old
Over 50 years old
Total people number
%
%
%
%
%
N
9
91
0
8
92
11
15
85
0
8
92
13
15
85
0
8
92
13
Restatements of information (GRI 2-4): In the previous Annual Sustainability Report (accounting year 2021), the
total of 11 people composing the Board of Directors was reported, but the accurate information is 13 people, as
reported in report 20F-2021 page 87. The composition of the board remains the same for accounting year 2022.
SUSTAINABILITY
INDICATORS
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SUSTAINABILITY
INDICATORS
Workforce composition by gender and collaborator category
(GRI 405-1)
Collaborator’s diversity
Gender
2020
2021
2022
Collaborator’s diversity
Gender
2020
2021
2022
Administrative
Engineer
Internship
Leadership
Women (%)
Men (%)
Not informed (%)
43
57
-
41
59
-
40
59
0,2
Total people number
571
549
563
Women (%)
Men (%)
Not informed (%)
15
85
-
15
85
-
15
85
0
Total people number
3383
3441
3615
Women (%)
Men (%)
Not informed (%)
36
64
-
41
59
-
43
57
0
Operational
Pilot
Professional
Total people number
436
640
546
Technician
Women (%)
Men (%)
Not informed (%)
12
88
-
13
87
-
16
84
0
Total people number
936
935
945
Total
Women (%)
Men (%)
Not informed (%)
8
92
-
9
90
-
11
89
0,4
Total people number
5870
5803
6627
Women (%)
Men (%)
Not informed (%)
Total people number
Women (%)
Men (%)
Not informed (%)
0
100
-
81
43
57
-
1
99
-
79
43
57
-
0
100
0
84
42
58
0
Total people number
2280
2447
2757
Women (%)
Men (%)
Not informed (%)
Women (%)
Men (%)
Not informed (%)
10
90
-
10
90
-
2086
2171
17
83
-
18
82
-
9
91
0,05
2126
19
81
0,2
Total people number
15643
16067
17263
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Workforce Composition by Age Group
(GRI 405-1)
Women in Leadership
(GRI 405-1)
SUSTAINABILITY
INDICATORS
Workforce composition - Ethnicities and other
minorities (%)
2020
2021
2022
Women’s participation in high management positions i.e. no
more than two levels apart from CEO or comparable positions
Under 30 years old
30-50 years old
Over 50 years old
Unit
2020
2021
2022
%
%
%
18
70
12
15
74
11
19
69
12
Ethnicity and Other Minorities
(GRI 405-1)
Asian
Black or African American
White
Indigenous
Not informed
People with disabilities
2
12
86
-
-
4
2
13
85
-
-
5
2
13
71
0,05
14
5
Note: For people with disabilities, data was considered only from units in Brazil.
Women in leadership (%)
2020
2021
2022
Women’s participation in total workforce
Women’s participation in all management positions, including
junior, medium and high
Women’s participation in junior management positions, i.e.
first level of management
Women’s participation in managerial positions in revenue-
generating functions (e.g. sales)
Women’s participation in positions related to STEM (Science,
Technology, Engineering and Mathematics)
18
15
16
11
17
19
18
13
15
13
8
17
19
16
17
15
0
17
Restatements of information (GRI 2-4): (i) In the previous Annual Sustainability Report (accounting
year 2021), it was reported that the total participation of women in management positions in reve-
nue-generating positions was 30% in 2021, but this number accounted for all women, regardless of
whether they hold management positions. From this report, only women in management positions
(junior to senior) will be accounted for. (ii) Embraer accounts for positions that have the word sales,
and intends to improve this parameter in the future to encompass other revenue-generating roles.
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Gender Pay Indicators
Ratio of the basic salary of women to men for each collaborator
category
Administrative
Engineer
Internship
Leadership
Operational
Pilot
Professional
Technician
(GRI 405-2)
%
2022
%
%
%
%
%
%
%
%
86
90
100
87
74
-
89
74
Gender Pay Indicators
(GRI 405-2)
Indicator
Mean gender pay gap
Median gender pay gap
Mean bonus gap
Median bonus gap
Unit
Difference between men and
women collaborators
%
%
%
%
8%
0%
14%
5%
Note: Data Coverage (% FTEs): 95% (Apprentices, Interns, and Eve collaborators were not considered).
SUSTAINABILITY
INDICATORS
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SUSTAINABILITY
INDICATORS
COMPENSATION POLICIES APPLIED TO MEMBERS OF THE HIGHEST
GOVERNANCE BODY AND SENIOR EXECUTIVES
(GRI 2-19)
Embraer currently has a Management
Compensation Policy in force that co-
vers all directors and the Executive
Compensation Policy, which encompas-
ses all its executives, and its last reviews
were approved by the Board of Directors
on October 26, 2018 and November 11,
2021, respectively.
Both aim to attract and retain highly
qualified professionals who are alig-
ned with the company’s principles and
values and with the shareholders’ ob-
jectives. With that in mind, the com-
pany guides its policies by following up
the external environment and annually
compares compensation practices with
reference markets, composed of compe-
ting companies in the segments in whi-
ch it operates, Brazilian multinationals,
publicly traded companies or those that
have a compensation strategy similar to
that which Embraer practices.
STATUTORY BOARD
The total compensation sums are planned an-
nually based on market research with compa-
nies of equivalent size, complexity, and challen-
ges to those of Embraer. Through these surveys,
we seek to define not only the amounts paid,
but also the proportionality of its components
(Fixed and Variable Compensation, Short Term,
and Long Term). The company prioritizes the re-
tention of its executives and aims to maintain
and attract highly qualified officers and key per-
sonnel, aligning their interests with those of its
shareholders. In addition, the purpose is to en-
sure that executives who effectively contribute
to the best performance of the company and its
securities participate in the result of their con-
tribution.
Fixed Compensation: it is defined annually
from the market references. The Board of Direc-
tors adjusts such amounts to the extent it de-
ems necessary each year.
Benefits: Group Life Insurance, Health Insurance, and
Private Pension in the same way offered to Embraer’s
collaborators.
Short-Term Incentives (“ICP”): Board members are
entitled to variable compensation and are eligible to
participate in short-term incentive plans as a reward
for achieving goals that support Embraer’s short-term
strategy.
Long-Term Incentives (“ILP”): Board members are eli-
gible to participate in long-term incentive plans, which,
through a phantom share mechanism and the Stock
Option Program, reward executives for achieving goals
that support the company’s medium and long-term
strategic objectives.
Learn more:
Management Compensation Policy
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BOARD OF DIRECTORS
The members of the Board of Directors receive a fixed monthly fee and are offered, optionally,
Group Life Insurance and Health Insurance, provided that they assume all the inherent costs.
There is no variable compensation for this body. It is understood that the exclusive payment of a
fixed compensation to the members of the Board of Directors is intended to be in line with best
market practices.
PERFORMANCE INDICATORS
(GRI 2-19)
The performance indicators that are taken
into account to ascertain the short-term
variable compensation are (i) annual asses-
sment of the “Action Plan”, an instrument
signed with each statutory and non-statu-
tory officer annually containing the results
intended by Embraer for that year and the
efforts planned for each one, so that such
results are achieved; and (ii) the result of
the company’s overall performance.
Thus, ICP and ILP compensation vary ac-
cording to the company’s economic results
and operating result. ICP is impacted by the
assessments of the individual Action Plans,
ILP is related to the appreciation of the sha-
res in the company and performance goals
established specifically in the Plan.
In the Short-Term incentive, the amount to
be actually distributed to the executives
each year is linked to the respective indi-
vidual Action Plans and its calculation will
vary directly with the achievement of the
results defined therein. The content of the
Action Plan is reviewed annually through
the Business Planning cycle and approved
by the company’s Board of Directors.
Therefore, each executive is assessed an-
nually according to the achievement of
their specific Action Plan and their short-
-term variable compensation is influenced
by this result.
SUSTAINABILITY
INDICATORS
PROCESS FOR DETERMINE
COMPENSATION
(GRI 2-20)
Embraer’s compensation practices and policies
consider applicable laws and general market
practices or by segment, as well as the cou-
ntry and region where the company operates.
The definition, implementation and/or change
of benefits go through market analysis, econo-
mic/ financial feasibility assessments, as well
as their impact on the compensation package
of Embraer collaborators.
The Board of Directors annually assesses the
company’s compensation policy, upon recom-
mendation of the People and ESG Committee,
which has this topic as a recurring agenda in
its meetings.
ANNUAL TOTAL
COMPENSATION RATIO
(GRI 2-21)
The ratio between the total annual compensa-
tion of the highest paid individual in the organi-
zation and the average total annual compensa-
tion of all collaborators (excluding the highest
paid) in 2022 was: 38.3 times, excluding ILP —
Long-Term Incentive.
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3.2.4. SUPPLIER ASSESSMENT
(GRI 3-3)
Supply Chain Management is a strategic
area led by highly qualified people, con-
necting Embraer’s business needs to the
global supplier base, ensuring value ge-
neration within the highest standards of
ethics, transparency, and Compliance.
Embraer has a large and intricate supply
chain, made up of two categories of su-
pply (direct and indirect), which account
for more than 3,500 suppliers in 62 coun-
tries around the world.
The company’s Global Procurement Policy
is intended to establish the guidelines for
the procurement of goods, services, and
industrialization of products to meet the
needs of Embraer, its controlled compa-
nies, customers, and other stakeholders.
Embraer’s Code of Ethics and Conduct,
as well as other existing internal policies
and procedures that define the requi-
rements concerning respect for privacy,
handling of confidential information, anti-
trust laws, anti-corruption practices, pre-
vention of money laundering, and social
and environmental requirements, should
be followed and respected by all those in-
volved in the procurement processes.
Any and all procurement processes
should be based on the principles of in-
tegrity and competitive equality, as a me-
ans to ensure that the procurements of
goods, services, and industrialization of
the company are made seeking to achieve
the highest quality standards, within the
conditions of greatest value generation, at
the right time and with the least risk to
the company and society.
SUSTAINABILITY
INDICATORS
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SUSTAINABILITY
INDICATORS
Business Partners are expected to apply
the best practices for preserving the envi-
ronment, as well as health and safety. Fur-
thermore, they are subject to the process
of reputational check (due diligence) befo-
re entering into any formal commitment, or
starting any commercial transaction. For
Business Partners identified as critical, Em-
braer performs risk monitoring through risk
assessment tools.
Applicable laws regarding import and export
control (especially ITAR* and EAR*, accor-
dingly) of goods, services, and industriali-
zation should be meet and complied with
in keeping with the procedures and policies
established by the company.
It is forbidden to procure goods, services,
and industrialization that is not carried out
by the Supply areas and delegated areas,
and in accordance with the Global Procure-
ment Policy, as well as to ensure a fair and
transparent process in competition proce-
dures, guaranteeing the equality of treat-
ment for all participating companies.
Embraer has a Global Supplier Manage-
ment Procedure from the product develo-
pment phase, serial production, to after-
-sales, following the Compliance standards
and Embraer Business Excellence criteria,
providing continuous improvement and un-
dertaking activities in an ethical, environ-
mentally sustainable, safe, and health-pro-
moting manner.
The Supplier Management area is respon-
sible for managing and ensuring the good
performance of suppliers in fulfilling the
agreed contractual conditions, in addition
to cost management. To support this pro-
cess, the area monitors the metrics that de-
monstrate the supplier’s adherence to the
conditions agreed, as well as the spotting
of the need to create an action plan with
non-adherent suppliers.
*International Traffic in Arms Regulations.
**Export Administration Regulations.
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SUSTAINABILITY
INDICATORS
SELECTION
OF NEW
SUPPLIERS
(GRI 308-1 and 414-1)
100% of the new suppliers
were selected based on key
criteria and committed to
comply with
the clauses
described in the annex “So-
cio-Environmental Specifi-
cation,” which is an integral
part of the supply agreement,
and establishes that new su-
ppliers should meet the en-
vironmental,
occupational
safety, and social respon-
sibility
requirements
applicable to their industry,
including obtaining licenses
and certificates, if applicab-
le in their legislation.
legal
ASSESSMENT OF NEGATIVE ENVIRONMENTAL
IMPACTS ON THE SUPPLY CHAIN
(GRI 308-2)
All contracts for supply, services, and industrializa-
tion of products have socio-environmental require-
ments, which those involved should comply with and
implement. The mandatory submission documents
and notifications to Embraer is stipulated in the con-
tracts between the parties, being accepted by the
suppliers.
The supplier, through its supply chain, is expected
to comply with applicable environmental laws, such
as the European REACH* regulation, CEPA**, TSCA**,
and other relevant guidelines that may affect Embra-
er products. It should also ensure compliance with
applicable environmental laws, including those of
subcontractors. Through the applicable regulations,
we carry out assessments, based on internal criteria,
which demonstrate if there are negative impacts to
be avoided and/or fixed.
* Registration, Evaluation, Authorization and Restriction of Chemicals.
** Canadian Environmental Protection Act
*** Toxic Substances Control Act.
MATERIAL RESTRICTIONS BY
ENVIRONMENTAL REGULATIONS
As regards the use of materials that contain substan-
ces restricted by environmental regulations, Embra-
er has a dedicated management staff, DIPAS - Inte-
grated Development of Environmentally Sustainable
Product. The staff works to follow up the evolution
of environmental laws, collect information on res-
tricted substances present in articles throughout
the supply chain, identify use in products and ma-
nufacturing processes; additionally, it also directs
the applications identified to Product Engineering
for analysis and execution of the mitigation plan and
management of the alternative development plan, so
that products and processes do not pose occupatio-
nal or environmental risks throughout their life cycle.
The sustainability of products is thus guaranteed to
customers in different countries, as well as the occu-
pational and environmental integrity in all phases of
operation, maintenance, and end of life of aircrafts.
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SUSTAINABILITY
INDICATORS
ASSESSMENT OF NEGATIVE SOCIAL IMPACTS
ON THE SUPPLY CHAIN
(GRI 414-2)
The quality and safety of Embraer pro-
ducts are capital to the business. The
company undertakes to deliver products
that meet or exceed applicable gover-
nmental, industry standards, ensuring
safety and quality to the end customer.
With this in mind, Embraer strives to en-
sure that our supply chain is committed
and aligned with social and environ-
mental issues.
Embraer requires the supplier to adhere
to the company’s social standards, not
engage and not allow others to engage
child or compulsory labor, nor adopt or
allow others to adopt unacceptable la-
bor practices.
As part of the social impact manage-
ment process, the company has esta-
blished in contracts the Conflict Mi-
nerals clause whereby suppliers report
the origin of the minerals contained in
the products supplied by them and their
subcontractors to Embraer, under the
terms of the applicable American law
(Dodd-Frank Law).
The company continuously works to
quell the social impacts of its activities,
so one of the initiatives was to become
an integral part of several global Conflict
Minerals programs, such as: Aerospace
Industries Association (“AIA”), Interna-
tional Aerospace Environmental Group
(“IAEG”). and the Responsible Business
Alliance - Responsible Minerals Initiati-
ve (“RBA-RMI”).
Every year the company conducts due
diligence in its supply chain to ascertain
if any of its products come from conflict
zones. Additional information is availab-
le in the 20-F report.
SUPPLIERS WHERE THE RIGHT
TO FREEDOM OF ASSOCIATION
AND COLLECTIVE BARGAINING
MAY BE AT RISK
(GRI 407-1)
The agreement with our suppliers contains clauses
that determine that they should comply with the legal
obligations and principles of the Global Compact to
which Embraer is a signatory, ensuring that the right
to freedom of association and collective bargaining
is fulfilled.
Suppliers are continuously monitored during the
term of contract and a social assessment is revali-
dated every two years. The Helpline is another tool to
ensure these rights, ensuring that any possible viola-
tion can be reported by anyone.
Learn more:
Suppliers’ Requirements
Ethics & Compliance
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SUSTAINABILITY
INDICATORS
MANAGEMENT OF RISKS ASSOCIATED WITH THE USE OF CRITICAL MATERIALS
(RT-AE-440a.1.)
Embraer has a vast and complex supply chain across the world. Critical suppliers are identified by means of two important matrices whose
combined results allow Embraer to define the best strategy to evaluate and monitor potential risks:
EXTERNAL RISK MONITORING
Risk Assessment Tools
Risk assessment tools allow Embraer to cover risk analysis,
evaluation, and control with a holistic approach in different
criteria, such as:
• Natural hazards
• Engineering
• Geopolitical and economical risks
• Post-sales
• Financial, business-related
• Manufacturing
• Environment/health/safety
• Supply Chain
• Quality
1. STRATEGIC MATRIX: Following the same concept of the Kraljic Matrix, our su-
ppliers are classified according to the complexity of products and services pro-
vided to Embraer, as well as the total expenditure during the contract’s validity.
That information is combined with the level of impact on Embraer’s business.
The result is the identification of the critical and strategic suppliers.
2. RISK MATRIX: This matrix provides a two-dimensional picture which better
estimates the supplier’s vulnerability versus the impact on Embraer’s business.
Embraer can identify the critical suppliers which will require more control.
3. CONTRACTS: Embraer guarantees to its suppliers the fulfilment of the proces-
ses of risk analysis and environmental and health requirements, through clauses
based on the company’s Code of Ethics and Conduct; such clauses define the
supplier’s obligation of abiding by the sector’s specific laws, as well as of com-
plying with environmental standards and human rights regulations.
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INTERNAL RISK MONITORING
Embraer has a robust S&OP process
that directs the supplying strategies
in order to mitigate shortages, and a
Supplier Management Program based
on four pillars:
• Performance
• Cost & Efficiency
• Business Growth
• Partnership
1. STOCK STRATEGY
For critical materials identified, long-
-term planning is shared with our su-
ppliers to mitigate shortages in the pro-
duction line.
2. SUPPLIER MANAGEMENT
Supplier management is performed ba-
sed on three big fronts:
a. Embraer has a program developed by
the Purchase Team which fosters the in-
tegration of all stakeholders and a sus-
tainable monitoring of the suppliers’
performance evolution.
b. Leadership Meetings: Weekly meetin-
gs with Embraer’s directors and related
areas to present the suppliers’ score-
cards, dashboards and action plans.
c. Executive meetings: quarterly meetin-
gs between Embraer’s high-level leader-
ship and Suppliers, where the results of
the performance monitoring are presen-
ted, and the action plans are discussed.
This forum also allows the discussion of
process improvement, competitivity and
sustainability across all supplying bases.
SUSTAINABILITY
INDICATORS
LOCAL SUPPLIERS
(GRI 204-1)
16% of the purchasing budget of the
important operational units in the 2022
cycle was allocated to suppliers located in
Brazil. The important operational units are
defined as the productive plants located
in Brazil: São José dos Campos, Botucatu,
and Gavião Peixoto.
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3.2.5. LOCAL COMMUNITIES
The following table shows the main results of the work carried out by the
Instituto Embraer and Embraer Foundation in 2022.
Highlights from Instituto Embraer (Brazil) and
Embraer Foundation (United States)
Number of organizations supported by Instituto Embraer
and Embraer Foundation
Volunteers engaged worldwide
2020
2021
2022
13
891
36
895
43
1296
5891
Hours allocated to volunteering (hours)
6677
8145
Highschool Program (only in Brazil)
2020
2021
2022
Number of graduates on both Embraer high schools since 2002
4120
4440
4760
Number of Embraer’s high school students accepted in public
or private universities with a scholarship*
80%
84%
75%*
University students awarded by the scholarship fund (cumulative)
768
768
768
*Data was calculated on March 30th, 2023.
SUSTAINABILITY
INDICATORS
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GOVERNANCE
Indicators
125
3.3.1. CORPORATE GOVERNANCE
(GRI 3-3)
As a publicly traded corporation, Em-
braer adopts corporate governance
processes and policies that meet the
regulations of the markets in which it
trades its shares (NYSE, in the United
States, and B3, in Brazil) and value
transparency, integrity, and balance in
strategic decisions.
Listed in Novo Mercado, the most de-
manding segment of the Brazilian sto-
ck exchange, the company has a capi-
tal model without a controlling group
or controlling shareholder. Embraer’s
policies maintain the standards of
behavior expected and mainly reflected
in the Code of Ethics and Conduct. All
policies and procedures require colla-
Learn more:
Corporate Governance Model
Embraer Policies
borators and business partners to
always act in keeping with all applica-
ble laws and regulations and internal
company guidelines.
Embraer, in order to meet the highest
levels of Corporate Governance, has
the policies recommended by the
“Code of Best Governance Practices,”
such as: Extra Audit Service Procure-
ment Policy, Risk Management Policy,
Negotiation and Disclosure Policy,
Board of Directors’ Appointment and
Training Policy, Related Parties Policy,
Compensation Policy, among others,
and these policies are published on
the Embraer Investor Relations web-
site, aiming to ensure transparency
about the company’s information.
The company is also associated with
relevant governance forums, such as
the Brazilian Institute of Corporate
Governance (IBGC) and the Brazilian
Association of Publicly-Held Compa-
nies (Abrasca).
Lastly, the Anticorruption Policy is
also a reference document of the
company, for establishing guidelines
to ensure, in addition to compliance
with laws, the appropriate manage-
ment of business relationships and
the prevention of conflicts of interest,
as well as principles for donations
and sponsorships, for offering and re-
ceiving gifts and entertainment, and
contracting or conducting business
with third parties.
SUSTAINABILITY
INDICATORS
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GOVERNANCE STRUCTURE AND ITS COMPOSITION
(GRI 2-9)
The main bodies of Embraer’s Management are the
Board of Directors and its three Advisory Commit-
tees (Strategy and Innovation Committee, Audit,
Risks and Ethics Committee, and the People and
ESG Committee), in addition to the Fiscal Board
and the Executive Board.
* Fiscal Board - Independent body - Article 43 Articles of Incorporation
** Committees - Advisory bodies to the Board of Directors - Article 34 Arti-
cles of Incorporation
Board of Directors
Shareholders’
Meeting
SUSTAINABILITY
INDICATORS
Audit, Risks
and Ethics
Committee **
People and ESG
Committee**
Strategy and
Innovation
Committee**
Fiscal Board
Executive Board
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In line with a transitional provision in the Arti-
cles of Incorporation (biennium 2021/2023), the
Board of Directors currently has 13 members, 10
of whom are Independent. The Brazilian Govern-
ment, holder of the special class share (Golden
Share), has appointed a director and an alterna-
te and the collaborator shareholders and non-
-shareholders appoint 2 other directors and their
respective alternates. Currently, the company’s
Board of Directors is made up of 11 men and 2
women, with 11 members being Brazilian resi-
ding in Brazil, and 2 North Americans residing
in the United States. Advisors and committee
members have relevant professional experien-
ces in different sectors, with emphasis on the
aeronautical industry, innovation, and technolo-
gy, ESG, and finance.
The company’s Articles of Incorporation and the
Bylaws of the Board of Directors provide that
the main powers of the board are: to establish
the overall guideline of the company’s business,
to elect and dismiss the company’s officers, to
supervise the management of the company’s of-
ficers, to review the quarterly results of the com-
pany’s operations, to review the Management
Report and the accounts of the Executive Board
resolving on their submission to the sharehol-
ders’ meeting, to call the Independent auditors
to provide the necessary clarifications about the
company, to approve the annual and multiannual
budgets, strategic plans, expansion projects and
Investment programs of the company, as well as
to follow up their execution.
Advisory committees consist of at least 3 and at
most 5 members. The composition and Bylaws of
each committee are available on Embraer’s In-
vestor Relations website. The summary of the as-
signments of each committee is described below:
CESTI - Strategy and Innovation Committee
Advises the Board of Directors in the establish-
ment of the Company’s Strategic Plan and Action
Plan, focusing on objectives, macro projects, and
assessments of potential new business opportu-
nities and assessments of topics pertaining to In-
novation, digitalization, and technological trends.
CARE - Audit, Risks and Ethics Committee
Advises on the Identification and management of
business risks Inherent to Embraer’s activities, on
the appropriateness of risk management models,
SUSTAINABILITY
INDICATORS
guidelines, and policies and on the measurement of
Management and Accounting Information disclosed
to the public and regulatory bodies.
CPESG - People and ESG Committee
Advises the Board of Directors with regard to the
election and dismissal of Embraer’s statutory officers
and establishment of their assignments, definition of
the salary and human resources policy, assessment
process, advising the Chairman of the Board, Direc-
tors, the Board and its Advisory Committees, among
other duties. The committee discusses and overse-
es the company’s ESG strategy, the management of
climate-related risks and opportunities, as well as
monitoring the main ongoing projects, the company’s
ESG schedule, challenges, and goals.
Learn more:
Golden Share
Advisory Committees
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All committees report on the matters dealt
with at their meetings at the first subsequent
regular meeting of the Board of Directors.
Furthermore, periodic discussions on ESG
topics, such as visibility and discussion of
environmental and climate change issues
and Governance & Compliance training
on matters relevant to the members of the
Board of Directors, are part of the schedule
of the Board of Directors’ meetings.
The Fiscal Board reports directly to the
Shareholders’ Meeting and is responsible
for overseeing administrative management,
such as reviewing management activities,
and financial statements.
The Executive Board, in turn, is the body
responsible for conducting the company’s
business following the provisions of the
Strategic Plan and the Action Plan, both
approved by the Board of Directors.
CHAIRMAN OF
THE HIGHEST
GOVERNANCE BODY
(GRI 2-11)
The Chairman of Embraer’s Bo-
ard of Directors is an independent
member of the Board and does not
hold a senior executive position at
the company. Not only for the Chair-
man, but Embraer’s rule is that no
member of the Board of Directors
may hold the position of Executive
Officer of the company, as provided
for in Article 27, Paragraph 5 of the
Articles of Incorporation.
SUSTAINABILITY
INDICATORS
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ROLE OF THE HIGHEST GOVERNANCE BODY
IN OVERSEEING IMPACT MANAGEMENT
SUSTAINABILITY
INDICATORS
(GRI 2-12)
The Company’s Articles of Incorporation and the Bylaws
of the Board of Directors provide that the main powers of
the Board are:
a) to establish the overall guideline of the company’s
business;
(b) to elect and dismiss the company’s officers;
(c) to supervise the management of the company’s of-
ficers;
(d) to assess the quarterly results of the company’s ope-
rations;
(e) to review the Management Report and the Executive
Board’s accounts, resolving on their submission to the
Shareholders’ Meeting;
(f) to summon the independent auditors to provide any
clarifications it deems necessary about the company;
(g) to approve Embraer’s annual and multiannual bu-
dgets, strategic plans, expansion projects, and invest-
ment programs, as well as follow up their execution,
among others.
The supervision of the Board of Directors is
performed through the meetings of the body
that occur ordinarily 8 times a year or extraor-
dinarily whenever necessary in connection with
the reporting of advisory committees and topi-
cs that the board of directors deems relevant,
in addition to those that are already part of the
recurring agenda of meetings.
According to Article 7, I, of the Bylaws of the
Board of Directors, the Board of Directors
is responsible for spotting, supervising, and
following up the risks to which Embraer is expo-
sed, whether financial, legal, fiscal, operational,
commercial or other. Consequently, to approve
Embraer’s Corporate Risk Management Policy
and review it whenever necessary, monitor its
implementation, and ensure the existence of a
crisis management plan that allows the com-
pany to safely overcome them.
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DELEGATION OF
RESPONSIBILITY FOR
IMPACT MANAGEMENT
(GRI 2-13; 2-16)
The Board of Directors duties are:
(a) Election of the Executive Board;
(b) following up and assessing the performance
of Embraer’s Chief Executive Officer, as well as
the other Officers, according to Article 7, II, of
the Bylaws of the Board of Directors. The Exe-
cutive Board, which is made up of at least 4 and
at most 11 members appointed by the Board of
Directors, is responsible for managing the com-
pany, following the provisions of the Strategic
Plan and the Action Plan approved by the Board
of Directors.
The relevant topics of interest to Embraer are
brought to the attention of the Board of Directors’
members at the Body’s meetings. The Board of
Directors meets ordinarily 8 times a year or whe-
never it deems necessary to deliberate on extraor-
dinary topics.
ROLE OF THE HIGHEST
GOVERNANCE BODY
IN SUSTAINABILITY
REPORTING
(GRI 2-14)
CPESG advises the Board of Direc-
tors on the analysis, recommendation,
and follow-up of Embraer’s socioenvi-
ronmental strategy and discusses the
main projects in progress. The materia-
lity process and the definition of mate-
rial topics are approved by the commit-
tee members.
SUSTAINABILITY
INDICATORS
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3.3.2. ETHICS AND COMPLIANCE
MECHANISMS FOR SEEKING ADVICE AND
RAISING CONCERNS
(GRI 2-26)
Embraer’s Compliance Department has an in-
dependent structure and direct reporting to
the Audit, Risk and Ethics Committee, as well
as a reporting channel structured and available
24/7, in the languages of the countries where
the company operates, allowing any individu-
als (collaborators or not) to bring questions or
concerns.
Moreover, the governance of the area was
structured in order to create the roles of Com-
pliance ambassadors and agents in several
areas of Embraer, so that support can also be
given by collaborators in these areas, who are
periodically trained on Compliance techniques.
In addition, the Code of Ethics and Conduct
and other policies pertaining to it are freely
and easily accessible through the company’s
intranet and establish the main guidelines to
be met.
Any concerns regarding Embraer’s business
conduct can be brought to the Compliance
area itself or through the widely disclosed and
available whistleblowing channel — Helpline,
as mentioned above. The channel ensures
anonymity and confidentiality, as well as non-
-retaliation to whistleblowers in good faith.
Learn more:
Helpline
SUSTAINABILITY
INDICATORS
OPERATIONS
ASSESSED FOR
RISKS RELATED TO
CORRUPTION
(GRI 205-1)
During periodic assessments conduc-
ted by the Compliance Department,
risks, when identified, are properly
addressed. When applicable, such
risks are shared with the competent
authorities for discussion and imple-
mentation of mitigation measures,
which are continuously monitored.
The total number and percentage of
operations assessed are internal in-
formation and, for this reason, will not
be disclosed in this report.
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COMMUNICATION AND TRAINING
ABOUT ANTI-CORRUPTION
POLICIES AND PROCEDURES
(GRI 205-2)
All members of the Audit, Risk and Ethics Committee
(CARE) — advisory body to the Board of Directors
were informed about the anti-corruption policies and
procedures applied by Embraer, broken down by region.
100% of CARE members received training pertaining to
anti-corruption and related topics in 2022.
The presentation of the Code of Ethics and Conduct and its
respective training is mandatory for 100% of collaborators,
and the training is refreshed every two years. The Global
Anti-Corruption Policy is presented to all collaborators at
the time of their admission to Embraer, being available on
the intranet and on the external website.
Within the scope of Embraer’s third-party Due Diligence
process, which is an integral part of the hiring flow,
business partners that may present potentially relevant
anti-corruption risks are aware of the Code of Ethics and
Conduct and the Global Anti-Corruption Policy.
SUSTAINABILITY
INDICATORS
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CONFIRMED INCIDENTS OF CORRUPTION AND MEASURES TAKEN
(GRI 205-3)
Investigations with
On October 24, 2016, Embraer finalized the
terms of the agreements for the resolution
of
the US authorities
(Department of Justice (DOJ) and Securities
and Exchange Commission (SEC), and Brazilian
authorities (Federal Public Prosecutor’s Office
(MPF) and Securities Commission (CVM). The
investigation involved sales transactions that
occurred
in India, the Dominican Republic,
Mozambique, and Saudi Arabia. As part of the
agreement, the company agreed to maintain
external and independent monitoring for up to 3
years to ensure full compliance with the terms
of the agreement. The company also agreed to
payments in an aggregate amount of about USD
206 million to US and Brazilian authorities. The
agreement also provided that as long as the
terms are fully met, no charges will be brought
against the company.
In 2020, Embraer successfully completed third-
party monitoring, as well as the other terms of the
deferred prosecution agreement (DPA) entered
into with the DOJ and the consent agreement
entered
Exchange Commission on October 24, 2016.
into with the US Securities and
In November 2021, Embraer was formally
summoned in the courts of India with respect
to a criminal proceeding filed by the Directorate
of Enforcement in India against entities and
individuals,
including Embraer and ECC
Investment Switzerland AG (Embraer’s wholly-
owned subsidiary) regarding the transaction
in
the
that was contemplated
investigations described in the first paragraph.
India
in
The above case is in its initial phase and there
is currently no appropriate basis for estimating
the additions or quantifying any contingency
in this regard. The company is not aware of
other procedures pertaining to the scope of the
agreements entered into with the authorities of
the United States and Brazil in 2016. To date,
Embraer believes that there is no reasonable
basis to estimate provisions or quantify possible
contingencies relating to such case.
SUSTAINABILITY
INDICATORS
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TOTAL AMOUNT OF MONETARY LOSSES AS A
RESULT OF LEGAL PROCEEDINGS ASSOCIATED
WITH INCIDENTS OF CORRUPTION, BRIBERY,
AND/OR ILLICIT INTERNATIONAL TRADE
(RT-AE-510a.1)
In 2022, the company had no pecu-
niary losses pertaining to lawsuits
associated with incidents of cor-
ruption, bribery and/or illicit inter-
national trade.
Since the start of the internal in-
vestigation process in 2011, Embra-
er has engaged on a comprehen-
sive effort to improve and expand
its compliance program worldwide.
This multi-year task involved the re-
view of compliance systems. Some
of the main improvements inclu-
de the creation of a Compliance
Department; the appointment of
a Chief Compliance Officer who
is currently also General Coun-
sel who for Compliance issues re-
ports directly to the Risk, Audit
and Ethics Committee of the Board
of Directors; the development of a
process for monitoring hiring and
payments to third parties; impro-
vements in Compliance policies,
procedures, and controls; impro-
vement of anonymous and other
whistleblower channels; and the
development of a comprehensive
training and education program ai-
med at maintaining and reinforcing
a strong Compliance culture at all
levels of Embraer globally.
SUSTAINABILITY
INDICATORS
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SUSTAINABILITY
INDICATORS
DISCUSSION OF PROCESSES FOR TO
MANAGE BUSINESS ETHICS RISKS
THROUGHOUT THE VALUE CHAIN
INCIDENTS OF DISCRIMINATION AND
CORRECTIVE ACTIONS TAKEN
(GRI 406-1)
(RT-AE-510a.3)
Embraer has established a sin-
gle due diligence process for
third parties with which it main-
tains any type of business rela-
tionship,
including customers,
suppliers, business partners,
and government entities.
The level of scrutiny of the pro-
cess is established depending
on the degree of risk that the
third party represents (risk-ba-
sed approach), and takes into
account several factors, such as
exposure to public bodies, Em-
braer’s powers of representa-
tion, countries in which it opera-
tes, payment structure, the type
of activity to be conducted, exis-
tence of adverse media, existing
legal proceedings, among others.
The process
is conducted and
supervised independently by the
Compliance Department, which
may request additional information
about the third party. External con-
sultants may be engaged for tho-
rough assessment in more sensi-
tive situations and/or geographies
with limited access to information.
The actual engagement and/or bu-
siness establishment will be a con-
sequence of the final assessment
issued by the Compliance Depart-
ment. Lastly, Anti-Corruption Com-
pliance clauses are included in
Embraer’s contracts.
The company had a case of discrimination received through Embraer’s
whistleblowing channel (Helpline), which was quickly ascertained as actually
grounded in 2022, with appropriate measures applied immediately.
COMPLIANCE WITH LAWS AND REGULATIONS
(GRI 2-27)
In the period covered by this report, no fine or pecuniary penalty was applied
to Embraer for significant cases of noncompliance with laws and regulations.
COUNTRIES AT HIGH RISK OF CORRUPTION
(RT-AE-510a.2)
Revenue from countries rated “E” and “F” according to the Band of Transparency
International’s Government Defense Anti-Corruption Index in 2022 was
approximately USD 534,685 million and about USD 85,187, respectively.
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3.3.3. DATA SECURITY
NUMBER OF DATA BREACHES;
PERCENTAGE INVOLVING
CONFIDENTIAL INFORMATION
(RT-AE-230a.1)
Embraer employs cybersecurity solutions and
procedures to ensure the most appropriate and
applicable handling, collection, and availability
of data and information used by its corporate
systems, business processes, and products. These
procedures and mechanisms are based on best
market practices (such as frameworks such as
NIST 800 Special Publication and ISO27001/2) and
undergo periodic reviews to ensure their ability to
spot, control, and respond to potential global cyber
threats. Nonetheless, these results are not publicly
disclosed.
Throughout 2022, Embraer did not have data leaks
with confidential information.
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INDICATORS
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DESCRIPTION OF APPROACH TO IDENTIFYING AND ADDRESSING DATA
SECURITY RISKS IN COMPANY OPERATIONS AND PRODUCTS
SUSTAINABILITY
INDICATORS
(RT-AE-230a.2)
the
establishes
Embraer
guidelines
regarding the methodology to be used for
managing vulnerabilities by the Information
Security area. Their use allows appropriate
measures to be taken to eliminate their
vulnerabilities before they can be exploited.
responsible
for providing,
Vulnerability management is a continuous
and transparent process carried out by
the
Information Security staff. Using
digital scanning and auditing solutions
for systems and applications, the process
the
is
Configuration Management Data Base
(CMDB) setup
items, the vulnerabilities
identified in the various layers that make
up corporate systems. Scans are scheduled
to be performed daily, with mechanisms to
avoid Impacts on operations. To meet the
company’s monthly critical routines, the
scan is performed in a less Intrusive manner,
in
the IT Infrastructure area should prioritize
the application of updates and fixes within
a service deadline.
in
vulnerability
In events detected
management, the IT Infrastructure staff
has the prerogative to perform remediation
actions without prior notice. These
actions are connected to the purpose of
maintaining the levels of operation of
the business, ensuring the availability,
integrity, and confidentiality of
the
company.
avoiding overloads on critical systems. The
results of scans should generate visibility
into the company’s situation, centralizing
the results in CMDB. Weekly there is a
meeting between representatives of all
managers in the Information Technology
(IT) area to report outcomes, review critical
cases, and address their treatment. These
outcomes are confidential and not publicly
disclosed.
The Patch Management and Update
Process, under the responsibility of the IT
Infrastructure area, aims to coordinate and
perform updates to corporate systems. The
process should be organized by listing the
vulnerabilities based on the Setup Items with
the classification of the required updates
ordered by criticality, based on the CVE
(Common Vulnerabilities and Exposures)
severity metric. For each degree of severity,
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CYBER GOVERNANCE AT EMBRAER
(GRI 3-3; 418-1)
Embraer’s Cyber Governance comprises the following members of the
Executive Committee:
SUBSTANTIATED COMPLAINTS
CONCERNING BREACHES OF CUSTOMER
PRIVACY AND LOSSES OF CUSTOMER DATA
(GRI - 418-1)
SUSTAINABILITY
INDICATORS
In 2022, Embraer had no complaints pertaining to breach of privacy by
collaborators and customers, as well as no leaks, thefts, or losses of cus-
tomer data.
The company has a dedicated structure that manages data privacy issues
throughout the Embraer group, through the composition of a multidisci-
plinary team under the supervision of DPO – Data Protection Officer.
1. CEO – Chief Executive Officer
2. CFO – Chief Financial Office
3. CISO - Chief Information Security Officer
4. Embraer’s Vice President of Defense & Security
5. Legal & Compliance Vice President / Data Protection
Officer (DPO)
6. Engineering Vice President
7. TEMPEST (CEO – Cybersecurity Specialist) – Embraer
affiliate company
The Cyber Committee meets monthly, and CISO has the autonomy to call
the committee when necessary. In addition, there are meetings of the
Board of Directors and CARE to discuss the Cybersecurity Agenda with
updates and decisions on Cyber Risk.
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3.3.4. OPERATIONAL SAFETY AND PRODUCT QUALITY
SUSTAINABILITY
INDICATORS
EMBRAER OPERATIONAL
SAFETY PROGRAM
(GRI 3-3; RT-AE-250)
Designed to establish the governance of
safety initiatives and indicator reviews of all
company operations (design, manufacturing,
maintenance, and air traffic control), the
Operational Safety Program focuses on the
continued increase of safety in products and
operations and is chaired by the Senior Vice
Presidents of Engineering, Operations, and
Services & Support.
Safety actions relating to risk management
are submitted monthly at the company’s
leadership
board meeting, where senior
participates. Additionally, the subject has the
supervision of the company’s CEO and the
Board of Directors, in previously established
visibility meetings.
Board of Directors
CEO
ESC
Embraer’s Operational Safety Committee
VP Engineering
VP Operations
VP Services and Support
Design Committees
Operation Committees
Flight Operations and
Maintenance Committees
Embraer Operational
Safety Program
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Embraer’s commitment and the gui-
dance of safety efforts to all collabo-
rators are addressed in the company’s
Safety Policy. This policy is approved
by Embraer’s CEO and all Senior Vice
Presidents and is available to all colla-
borators. The policy is stressed through
training and events to foster the safety
culture.
Since 2003, internal operational safety
committees have been established to
address risk management. These com-
mittees periodically review all safety
reports received from collaborators,
customers, suppliers, aeronautical au-
thorities, and other audiences that re-
late to Embraer. For each of these re-
ports, the associated risk is assessed
according to the aeronautical industry
standards and Embraer standards, vali-
dating the proposed efforts and mana-
ging them until completion.
In addition to the risk management
described above, Embraer allocates
experts to support authorities in all in-
vestigations of accidents and incidents
with its products. The goal is to improve
product safety by ascertaining contribu-
ting factors and setting recommenda-
tions to prevent future events.
Safety is a pivotal part of the culture,
which is furthered through several ini-
tiatives: internal trainings on product
safety and safety culture, internal safety
conferences, participation in external
safety events with customers, suppliers,
authorities, and other aircraft manu-
facturers to exchange safety data and
lessons learned. Furthermore, periodic
internal safety culture surveys are con-
ducted to assess the areas in which ac-
tions will be focused to improve safety
awareness.
(RT-AE-250a.3)
In 2022, there were 11 new Airworthiness Guidelines (DAs) issued by ANAC
(National Civil Aviation Agency) and 2 DA’s (from 2011 and 2021) that were
reviewed by ANAC, which may or may not be adopted by foreign authorities
(FAA, EASA, CAAC-China, TCCA-Canada, CASA-Australia etc.). No Emergency
Airworthiness Guidelines have been issued and none of these have been asso-
ciated with ground events or plane crashes. All DA’s are publicly available and
the latest information can be found on the appropriate regulatory websites.
SUSTAINABILITY
INDICATORS
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SUSTAINABILITY
INDICATORS
PRODUCT QUALITY
Embraer manages its performance ba-
sed on the SQDC indicators, acronym
in English for “Safety, Quality, Delive-
ries, and Cost.” It is no coincidence
that safety and quality are the first
acronyms. The company believes that
the focus on safety and quality is cru-
cial to process excellence and thus
ensures on-time deliveries, and the
best cost for all stakeholders.
Quality has a dedicated board that
guarantees a 360-degree view of all
the company’s processes, from the
production units to corporate, from
the development of new products to
the operation of customers, including
the supplier base.
Embraer believes that a deciding fac-
tor for excellence in quality is cultu-
re. To continuously develop and em-
phasize the quality culture, several
initiatives are carried out, such as
biweekly meetings with the teams,
dedicated Quality Weeks in the pro-
duction plants, visual communication
campaigns underlining attitudes and
principles appurtenant to safety and
quality, and an online event of Opera-
tional Safety and Quality Week for the
entire company.
The company closely listens to its
customers to understand their needs,
always seeking to exceed their expec-
tations. The efforts it invests to con-
tinuously improve its processes and
deliver quality to its customers led
Embraer to be recognized by them in
Executive Aviation, according to a cus-
tomer satisfaction survey published by
AIN and PRO PILOT magazines.
Position
1
Overall Score
Source AIN Product
Suport Survey, Survey
Period APR-Jun 2022
8,03
Position
2
Overall Score
Source: Pro Pilot 2022 Corporate
Aircraft Product Support Survey
Survey period: Apr-Jul 2022
7,81
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EMBRAER
QUALITY
MANAGEMENT
SYSTEM
Embraer Quality Manage-
ment System complies with
the requirements of several
authorities, regulatory bo-
dies, and certifying bodies,
being audited periodically.
In 2022 there were 40 ex-
ternal audits between the
units in Brazil and abroad
ensuring the maintenance
of the company’s certifica-
tions (AS9100, NATO AQAP
2110, COP ANAC, and PC
FAA).
EMBRAER
EXCELLENCE
SYSTEM
Released in 2007, the Embraer
Business Excellence Program –
P3E aims to be, further, and sus-
tain cultural transformation by
explaining the Lean philosophy,
which means the search for excel-
lence in its processes, services,
and products. The program ope-
rates based on the Embraer’s Ex-
cellence System, which consists
of 4 elements: understanding of
strategy, integrated management,
excellence in processes, and per-
sonal protagonism. These, when
put into practice, further the ge-
neration of value and the consoli-
dation of the organizational cultu-
re with stakeholders.
More than being based on the 4
elements, Embraer’s Excellence
System disseminates the Lean phi-
losophy comprehensively throu-
ghout the organization – through
the Excellence MAnnuals, which
state Lean tenets, methods, and
tools according to the processes
to which they are directed. Among
the main topics covered are: Lean
principles, 5S (organization), TPM
(reliability of assets and resour-
ces), Kaizen (continuous improve-
ment), Visual Management, Value
Stream Mapping (VSM), and Shop
Floor Management (SFM).
With a focus on gaining pro-
ductivity and eliminating waste,
is
Embraer Excellence System
responsible for ensuring the im-
plementation of improvements in
a standardized manner.
SUSTAINABILITY
INDICATORS
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SUSTAINABILITY
INDICATORS
tests on products in manufacture. Such
inspections and tests cover the entire
supply chain, inspections on receipt
of materials, and inspections and tests
at the various stages of the company’s
production process as a means to at-
test to the conformity of the products
manufactured.
Lastly, as a final stage of aircraft manu-
facturing, Embraer performs tests with
the finished product on the ground and
in flight to ensure quality and complian-
ce with requirements. In addition, there
is the stage of acceptance of product
by customers as part of the delivery
process of each aircraft manufactured,
with inspections, tests, and flights car-
ried out with customer follow-up.
TESTS ON PRODUCTS
Embraer performs inspections, testing,
and tests throughout the development
and manufacture of the products in ke-
eping with the company’s procedures
and regulatory requirements, in order to
ensure safety, quality, maturity, perfor-
mance, and reliability of the products
throughout the life cycle of the aircraft
in operation.
During the development phase of new
products, Embraer conducts
testing
campaigns with a view to certifying air-
craft design with the approval bodies.
Also during the development phase, the
stages of preparation and planning of
quality for serial production are also car-
ried out, encompassing the preparation
of suppliers for quality delivery.
In the stage of serial production, Embra-
er Quality System, through its procedu-
res, provides for the application of ins-
pection processes and the execution of
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PRODUCT QUALITY
EDUCATION AND
TRAINING PROGRAM
The readiness of people is one of the pillars
of Embraer’s Excellence Model. It is man-
datory that 100% of collaborators who carry
out activities in predetermined areas un-
dergo training on operational qualification,
quality, and safety. These trainings are car-
ried out from the first day of work, in the
onboarding of new collaborators, and con-
tinue throughout their entire careers. The
Quality Management System ensures that
people are qualified to perform their assig-
nments and that activities are performed
with excellence.
Embraer has training and education pro-
grams with trainings dedicated to several
areas, including trainings aimed at product
quality. The training program occurs in 4 di-
fferent modalities, ensuring its robustness.
SUSTAINABILITY
INDICATORS
Class
Course provided by
an instructor under an
in-person or on-site/
remote format.
Asynchronous online
Material available for online
reading, which can be done at
any time.
Synchronous online
OJT
Interactive training
On-The-Job Training
conducted in the
workplace with a Mentor.
8.625
COLLABORATORS TRAINED IN 2022
182.319
TRAINING HOURS IN 2022
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SUPPLIER QUALITY MANAGEMENT
Suppliers with the tier 1 and 2 defi-
nitions should have AS9100 certifi-
cation, as well as meet the existing
requirements in EQRS – Embraer
Quality Requirements for Suppliers.
The maintenance of AS9100 certi-
fication is checked through audits
carried out by a third party company
and monitored by Embraer. The ser-
vice to EQRS is periodically re-e-
valuated by Embraer Quality.
Besides, suppliers
that produce
parts according to Embraer’s speci-
fication (Build to Print) should have
their processes qualified by Embra-
er’s auditors, as per the requirements
defined in EQRS. If the supplier uses
special processes in its manufac-
turing, regardless of its level in the
supply chain, it should also have
the NADCAP (National Program for
Accreditation of Aerospace and De-
fense Contracts) certification for each
special existing process, maintaining
this certification through the annual
cycle of NADCAP audits.
The quality of all products and fe-
edstock received by Embraer and its
suppliers (tier 1, 2 and 3) is checked
during the material receipt stage. This
check occurs through the test reports
submitted by the suppliers or manu-
facturers of the material in question,
certifying that the tests necessary for
proof of quality have been carried out
and approved according to technical
specifications. In addition, some pro-
ducts and feedstock are re-tested by
Embraer in its laboratories, pursuant to
specifications defined in the technical
standards by Product Engineering.
SUSTAINABILITY
INDICATORS
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SUPPLIER TRAINING
As part of a robust regulatory system, Embra-
er annually emphasizes with its entire supply
chain the quality requirements to be met, throu-
gh EQRS, which are additional requirements to
those existing in the AS9100 – Requirements
for Quality Management of industries in the ae-
rospace industry, which is a mandatory certifi-
cation to become an Embraer supplier.
In addition to EQRS, Embraer also makes avai-
lable the EPPAP MAnnual – Embraer Produc-
tion Part Approval Process, containing 17 Qua-
lity tools to be applied during the development
or modification of a product, in order to ensure
preparation for Quality.
Both guidelines are carried out through the
Read & Sign modality, and can also occur inte-
ractively, in person or online.
Another important effort is the dissemination
of the Lean philosophy and the continuous
improvement of processes, through training
to suppliers explaining the Kaizen methodolo-
gy. These trainings occur in OJT – On-the-job
Training mode, where Embraer guides how to
spot and solve problems in practice, carrying
out Kaizen projects together with suppliers. In
2022, 47 projects were carried out in concert
with 34 domestic and international companies.
Complementing the initiatives, there are trai-
ning courses in the form of Webinars. These
trainings have a more specific focus, but with a
greater scope of companies per class.
In 2022, 2 Webinars were held for the domestic
supply chain, 1 on the Problem Solving metho-
dology, and another on the Implementation of
Poka-Yokes Solutions (fail-safe system).
SUSTAINABILITY
INDICATORS
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SUSTAINABILITY
INDICATORS
COUNTERFEIT PARTS PREVENTION PROCESS
(RT-AE-250a.2)
The prevention of the use of counter-
feit or non-approved parts at Embraer
goes through several processes within
the company with established practi-
ces and procedures. The basis of pre-
vention is the training and deployment
of requirements within the company’s
processes when hiring a supplier, pur-
chasing parts, designing a product, re-
ceiving and treating a non-compliant
product. Training is provided to colla-
borators to raise awareness about the
identification of suspicious parts, and
treatment for existing non-conforming
products is used when such materials
are identified.
CONTRACT
PROCUREMENT
When hiring a supplier, the re-
quirement on counterfeit parts
is informed through the pur-
chase order or contract. In the
contract, this requirement is in-
corporated into the quality sys-
tem certification standards re-
quired from suppliers (AS 9100,
AS 9120). For suppliers that do
not have the certifications, the
requirement is included in the
purchase order for all products
purchased by Embraer, along
with the technical and docu-
mentary specifications.
The procurement area should purchase products
according to the design specifications and qualified
suppliers according to Embraer’s product structure.
The supplier qualification process includes procedures
that check, in addition to meeting the technical
requirements, compliance with the requirements of
the quality management system.
Periodic assessment of suppliers’ performance
is carried out and risk management is practiced,
spotting critical points that require a more thorough
assessment (audit) or action plans focused on certain
problems. Distributors are also approved according
to specific procedures and can only deliver products
from manufacturers approved and described in the
purchase order.
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SUSTAINABILITY
INDICATORS
ENGINEERING
RECEIPT
In the aircraft certification process, components
should also undergo a specific certification cam-
paign. Equipment is subject to tests and should have
a certificate of conformity, as well as the configura-
tion of the laboratory and the procedure used in the
test. All certification artifacts are approved by the
certification authority or its representatives. These ar-
tifacts make up the technical data required to obtain
the aircraft type certificate. Each aircraft is produ-
ced by a production organization certified according
to the type certificate. A new or modified component
can only be installed on a certified aircraft if it meets
all the steps referred to above by following the design
modification procedure. As a member of the Mate-
rial Review Board (MRB), product engineering is also
responsible for tackling equipment nonconformities,
ensuring that they meet applicable requirements.
Engineering may still issue inventory re-inspection
requests for updating, return, testing or visual ins-
pections. Requesting quality to include equipment
limitation notes that restrict use in flight, delivery to
customer or otherwise, is another option.
To receive the products, Embraer es-
tablishes specific
inspection stan-
dards for each type of material. These
standards include physical and docu-
mentary characteristics (certificate of
conformity, test report) that should ac-
company the product, ensuring tracea-
bility to the source of supply. Upon re-
ceipt, the identification of the material,
packaging conditions, quantities, do-
cumentation delivered, supplier appro-
ved in the system is checked, that is,
the information is checked to ensure
that the product delivered meets the
specifications of the purchase order. In
some situations, defined in the receipt
standards, the products or samples are
sent to laboratories for tests that prove
compliance with the specified techni-
cal requirements. When excess parts
are received, parts are scrapped if the
supplier does not update the documen-
tation to ensure traceability.
TREATMENT OF NONCONFORMITIES
(PRODUCT AND PROCESS)
When identifying suspicious or counterfeit parts, the
material is segregated in quarantine following the same
process for the treatment of noncompliant products.
In the case of identification of nonconformities in the
processes pertaining to the handling of counterfeit
parts, corrective actions are carried out to contain the
recurrence of the problem and ensure definitive solu-
tion. Parts for scrap disposal have their disposal strictly
controlled to avoid misuse in the production process.
TRAINING
Collaborator training is offered by the EmPower system
on the impact of counterfeit parts on the aeronautics
industry and prevention. The practices carried out by
Embraer are also implemented in specific procedures
in the areas.
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Content
SUMMARY
150
4.1 GRI CONTENT INDEX
Statement of use
EMBRAER – Empresa Brasileira de Aeronáutica S.A has reported the information cited
in this GRI content index for the period from 1 January 2022 to 31 December 2022 with
reference to the GRI Standards
GRI 1 used
GRI 1: Foundation 2021
General Disclosures
GRI 2
SUSTAINABILITY
INDICATORS
General Disclosures
GRI STANDARD
DISCLOSURE
DISCLOSURE
GRI 2
Sustainability
Report
Additional
Reference(s)
Sustainability
Report
Additional
Reference(s)
2-16 Communication of critical concerns
Page 131
2-1 Organizational details
2-2 Entities included in the organization’s
sustainability reporting
2-3 Reporting period, frequency and contact point
2-4 Restatements of information
2-5 External assurance
2-6 Activities, value chain and other business
relationships
2-7 Collaborators
GRI 2: General
Disclosures 2021
2-8 Workers who are not collaborators
2-9 Governance structure and composition
Page 07
Page 70
Page 70
Page 70
Page 70
-
Page 110
Page 110
Page 127
2-17 Collective knowledge of the highest governance body
2-18 Evaluation of the performance of the highest governance body
2-19 Remuneration policies
2-20 Process to determine remuneration
Financial
Statements
2-21 Annual total compensation ratio
2-22 Statement on sustainable development strategy
2-23 Policy commitments
2-24 Embedding policy commitments
2-10 Nomination and selection of the highest
governance body
-
Nomination and
Training Policy
2-25 Processes to remediate negative impacts
2-11 Chair of the highest governance body
2-12 Role of the highest governance body in
overseeing the management of impacts
2-13 Delegation of responsibility for managing
impacts
2-14 Role of the highest governance body in
sustainability reporting
2-15 Conflicts of interest
Page 129
Page 130
Page 131
Page 131
-
2-26 Mechanisms for seeking advice and raising concerns
2-27 Compliance with laws and regulations
2-28 Membership associations
2-29 Approach to stakeholder engagement
2-30 Collective bargaining agreements
-
-
Page 116
Page 117
Page 117
-
-
-
-
Page 132
Page 136
-
-
Page 96
Organizational
Structure,
Nomintation and
Training Policy
Internal Rules of the
Board
Internal Rules of the
Board
Internal Rules of the
Board
Sustainability
Corporate Procedure
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Material Topics
GRI STANDARD DISCLOSURE
Sustainability
Report
Additional
Reference(s)
SDG
GRI STANDARD
DISCLOSURE
Sustainability
Report
Additional
Reference(s)
SDG
GRI 3
Anti-corruption
GRI 205
SUSTAINABILITY
INDICATORS
GRI 3: Material
Topics 2021
3-1 Process to determine
material topics
3-2 List of material topics
Page 71
Page 71
205-1 Operations assessed for
risks related to corruption
205-2 Communication and
training about anti-corruption
policies and procedures
205-3 Confirmed incidents of
corruption and actions taken
Page 132
Page 133
Page 134
16
16
16
GRI 205: Anti-
corruption 2016
Energy
GRI STANDARD
DISCLOSURE
Sustainability
Report
Additional
Reference(s)
SDG
GRI 3: Material
Topics 2021
3-3 Management of material
topics
Page 16 to 18
GRI 201
SDG
8,9
13
Economic Performance
GRI STANDARD
DISCLOSURE
GRI 201: Economic
Performance 2016
201-1 Direct economic value
generated and distributed
201-2 Financial implications
and other risks and
opportunities due to climate
change
201-3 Defined benefit
plan obligations and other
retirement plans
201-4 Financial assistance
received from government
Sustainability
Report
Additional
Reference(s)
Page 12 to 14
Results Center
CDP -
C2. Risks and
Opportunities
C3. Business Strategy
-
-
-
Report 20-F
8, 9
GRI 302 - Energy
2016
Report 20-F
Procurement Practices
GRI STANDARD
DISCLOSURE
Sustainability
Report
Additional
Reference(s)
GRI 204:
Procurement
Practices 2016
204-1 Proportion of spending on
local suppliers
Page 123
GRI 204
SDG
8
302-1 Energy consumption within
the organization
302-2 Energy consumption
outside of the organization
Page 75
Page 77
7, 8, 12, 13
7, 8, 12, 13
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SUSTAINABILITY
INDICATORS
Water and Effluents
GRI STANDARD DISCLOSURE
Sustainability
Report
Additional
Reference(s)
SDG
GRI STANDARD DISCLOSURE
Sustainability
Report
Additional
Reference(s)
SDG
Waste
GRI 3: Material
Topics 2021
GRI 303: Water
and Effluents
2018
3-3 Management of material topics
Page 82
303-3 Water withdrawal
303-4 Water discharge
Page 83
Page 84
GRI 3: Material
Topics 2021
3-3 Management of material
topics
Page 86
6, 8, 12
6
306-3 Waste generated
Page 86, 87 and 88
3, 6, 12, 14 ,15
GRI 306: Waste
2020
306-4 Waste diverted from
disposal
Page 86, 87 and 88
3, 11, 12
306-5 Waste directed to disposal
Page 86, 87 and 88
3, 6, 11, 12, 14 ,15
Emissions
GRI STANDARD DISCLOSURE
Sustainability
Report
Additional
Reference(s)
SDG
GRI STANDARD
DISCLOSURE
Sustainability
Report
Additional
Reference(s)
SDG
Supplier Environmental Assessment
GRI 3: Material
Topics 2021
3-3 Management of material topics
Page 78
305-1 Direct (Scope 1) GHG
emissions
305-2 Energy indirect (Scope 2)
GHG emissions
305-3 Other indirect (Scope 3) GHG
emissions
Page 78
Page 79
Page 79
GRI 3: Material
Topics 2021
GRI 308: Supplier
Environmental
Assessment 2016
3-3 Management of material topics
Page 118
308-1 New suppliers that were
screened using environmental
criteria
308-2 Negative environmental
impacts in the supply chain and
actions taken
Page 120
Page 120
Employment
3, 12, 13, 14, 15
3, 12, 13, 14, 15
3, 12, 13, 14, 15
GRI STANDARD DISCLOSURE
Sustainability
Report
Additional
Reference(s)
SDG
GRI 305:
Emissions 2016
305-4 GHG emissions intensity
Page 79 to 80
13, 14, 15
GRI 3: Material
Topics 2021
3-3 Management of material topics
305-5 Reduction of GHG emissions
305-6 Emissions of ozone-depleting
substances (ODS)
305-7 Nitrogen oxides (NOx), sulfur
oxides (SOx), and other significant
air emissions
Page 81
Page 81
401-1 New collaborator hires and
collaborator turnover
Page 107 and 108
5, 8, 10
3, 12
3, 12, 14, 15
GRI 401:
Employment 2016
401-2 Benefits provided to full-time
collaborators that are not provided to
temporary or part-time collaborators
Page 96 and 111
401-3 Parental leave
Page 109
5, 8
5, 8
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SUSTAINABILITY
INDICATORS
Occupational Health and Safety
Training and Education
GRI STANDARD DISCLOSURE
Sustainability
Report
Additional
Reference(s)
SDG
GRI STANDARD DISCLOSURE
Sustainability
Report
Additional
Reference(s)
SDG
GRI 3: Material
Topics 2021
3-3 Management of material topics
Page 90
GRI 3: Material
Topics 2021
3-3 Management of material topics
-
403-1 Occupational health and safety
management system
Page 90 to 92
403-2 Hazard identification, risk
assessment, and incident investigation
Page 90 to 92
403-3 Occupational health services
-
403-5 Worker training on occupational
health and safety
Page 93
403-6 Promotion of worker health
Page 92
GRI 403:
Occupational
Health and
Safety 2018
8
3, 8
8
3
8
404-1 Average hours of training per
year per collaborator
Pages 97 to 98
4, 5, 8, 10
GRI 404: Training
and Education
2016
404-2 Programs for upgrading
collaborator skills and transition
assistance programs
Page 99
8
404-3 Percentage of collaborators
receiving regular performance and
career development reviews
Page 98
5, 8, 10
Diversity and Equal Opportunity
GRI STANDARD DISCLOSURE
Sustainability
Report
Additional
Reference(s)
SDG
403-7 Prevention and mitigation
of occupational health and safety
impacts directly linked by business
relationships
403-8 Workers covered by an
occupational health and safety
management system
403-9 Work-related injuries
Page 90 to 92
Page 91
3, 8, 16
GRI 405: Diversity
and Equal
Opportunity 2016
405-1 Diversity of governance bodies
and collaborators
Pages 112 to 114
5, 8
405-2 Ratio of basic salary and
remuneration of women to men
Page 115
5, 8, 10
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Non-discrimination
GRI STANDARD DISCLOSURE
Sustainability
Report
Additional
Reference(s)
SDG
GRI STANDARD DISCLOSURE
Sustainability
Report
Additional
Reference(s)
SDG
Supplier Social Assessment
SUSTAINABILITY
INDICATORS
3-3 Management of material topics
Page 132
Compliance
Program
GRI 3: Material
Topics 2021
3-3 Management of material topics
Page 118
GRI 3: Material
Topics 2021
GRI 406: Non-
discrimination
2016
406-1 Incidents of discrimination and
corrective actions taken
Page 136
5, 8
GRI 414:
Supplier Social
Assessment 2016
414-1 New suppliers that were
screened using social criteria
Page 120
3, 6, 11, 12
414-2 Negative social impacts in the
supply chain and actions taken
Page 121
3, 6, 11, 12
Freedom of Association and Collective Bargaining
GRI STANDARD DISCLOSURE
Sustainability
Report
Additional
Reference(s)
SDG
GRI 407:
Freedom of
Association
and Collective
Bargaining 2016
407-1 Operations and suppliers
in which the right to freedom of
association and collective bargaining
may be at risk
Page 121
8
Customer Privacy
GRI STANDARD DISCLOSURE
Sustainability
Report
Additional
Reference(s)
SDG
Local Communities
GRI STANDARD DISCLOSURE
GRI 413: Local
Communities
2016
413-1 Operations with local community
engagement, impact assessments, and
development programs
Sustainability
Report
Additional
Reference(s)
SDG
Page 124
5, 8, 10
GRI 3: Material
Topics 2021
3-3 Management of material topics
Pages 137 to 139
GRI 418:
Customer Privacy
2016
418-1 Substantiated complaints
concerning breaches of customer
privacy and losses of customer data
Page 139
16
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SUSTAINABILITY
INDICATORS
4.2. SASB CONTENT INDEX
Energy Management
Accounting metrics
Code
Sustainability
Report Section(s)
Additional
Reference(s)/
Link(s)
Data Security
Accounting metrics
Code
Sustainability
Report Section(s)
Additional
Reference(s)/
Link(s)
Total energy consumed, percentage grid electricity,
percentage renewable
RT-AE-130a.1
Page 77
Number of data breaches, percentage involving confidential
information
RT-AE-
230a.1
Page 137
Description of approach to identifying and addressing data security
risks in company operations and products
RT-AE-
230a.2
Page 138
Hazardous Waste Management
Fuel Economy & Emissions in Use-phase
Accounting metrics
Code
Sustainability
Report Section(s)
Additional
Reference(s)/
Link(s)
Accounting metrics
Code
Sustainability
Report Section(s)
Additional
Reference(s)/
Link(s)
Amount of hazardous waste generated, percentage of
hazardous waste recycled
RT-AE-
150a.1
Pages 86 to 87
Revenue from alternative energy-related products
RT-AE-410a.1
In 2022, around 13.6% of the
company’s net revenue came from
more sustainable products.
Number and aggregate quantity of reportable spills, quantity
recovered from reportable spills
RT-AE-
150a.2
Page 88
Description of approach and discussion of strategy to address
fuel economy and greenhouse gas (GHG) emissions of products
RT-AE-410a.2
-
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SUSTAINABILITY
INDICATORS
Product Safety
Accounting metrics
Code
Sustainability Report
Section(s)
Additional
Reference(s)/
Link(s)
Business Ethics
Accounting metrics
Code
Sustainability
Report Section(s)
Additional
Reference(s)/
Link(s)
Number of recalls issued, total units recalled
Number of counterfeit parts detected, percentage avoided
RT-AE-
250a.1
RT-AE-
250a.2
Number of Airworthiness Directives received, total units
affected
RT-AE-
250a.3
-
Page 148
Page 147
Total amount of monetary losses as a result of legal
proceedings associated with product safety
RT-AE-
250a.4
In 2022, the company did not have any
monetary losses related to product safety.
Total amount of monetary losses as a result of legal
proceedings associated with incidents of corruption, bribery,
and/or illicit international trade
RT-AE-510a.1
Page 135
Revenue from countries ranked in the “E” or “F” Band of
Transparency International’s Government Defence Anti-
Corruption Index
Discussion of processes to manage business ethics risks
throughout the value chain
RT-AE-
510a.2
RT-AE-
510a.3
Page 136
Page 136
Materials Sourcing
Accounting metrics
Code
Sustainability
Report Section(s)
Additional
Reference(s)/
Link(s)
Description of the management of risks associated with the
use of critical materials
RT-AE-
440a.1
Page 122
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SUSTAINABILITY
INDICATORS
4.3. TCFD CONTENT INDEX
Disclousure
Tcfd recommended disclosure
Sustainability Report Section(s) Additional Reference(s)/Link(s)
a) Describe the board’s oversight of climate-related risks and opportunities.
Governance
Pages 126 to 131
b) Describe management’s role in assessing and managing climate-related risks and opportunities.
a) Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term.
Strategy
b) Describe the impact of climate-related risks and opportunities on the organization’s businesses, strategy, and financial planning.
c) Describe the resilience of the organization’s strategy, taking into consideration different climate-related scenarios, including a 2°C or lower
scenario.
a) Describe the organization’s processes for identifying and assessing climate-related risks.
Risk Management
b) Describe the organization’s processes for managing climate-related risks.
c) Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the organization’s overall risk
management.
a) Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk
management process.
-
-
-
-
-
-
C1.1a, C1.1b
C1.2, C1.2a
C2.3a, C2.4a
C2.3a, C2.4a, C3.1, C3.3, C3.4
C3.2, C3.2a
C2.1, C2.1a, C2.1b, C2.2, C2.2a
C2.1, C2.2
C2.1, C2; 1b, C2.2
C4.2, C9.1
Metrics and Targets
b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the related risks.
Page 78 to 81
Page 16
C6.1, C6.2, C6.3, C6.5, C6.10, C7.1,
C7.1a, C7.2, C7.3, C7.3a, C7.5, C7.6,
C7.6a
c) Describe the targets used by the organization to manage climate-related risks and opportunities and performance against targets.
C4.1, C4.1a, C4.1b, C4.2a
158
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