A N N U A L R E P O R T
20232023 M E S S A G E F R O M
MANAGEMENT
Safety first.
Quality always
2023 was a pivotal year for Embraer, marking the beginning of
a new chapter in the company’s recent history: we embarked
on a new phase focused on sustainable growth aimed at un-
locking the company’s full potential. We improved our finan-
cial performance consistently, paving the way for revenue and
profitability growth this year and in the years to come, despite
significant constraints in the supply chain and escalating in-
ternational conflicts.
In 2023, we closed the year with revenue exceeding USD 5.3
billion, representing an 11% growth compared to 2022, retur-
ning to pre-pandemic levels. The adjusted EBITDA margin
reached 10.6%, and free cash flow minus Eve was USD 318.3
million. The net debt minus Eve to adjusted EBITDA ratio was
reduced to 1.4x, compared to 3.4x in 2019 and 20.7x in 2020.
Thanks to increased sales, the backlog surpassed pre-pande-
mic levels, reaching USD 18.7 billion, the highest in the last 6
years.
The continued focus on business efficiency and innovation, as
well as strengthening of sales efforts, was crucial in achieving
the significant results of 2023. This was compounded by the
genuine engagement of all our employees to carry out the stra-
tegic plan with great discipline and excellence.
Aligned with the growth strategy, our commercial activity in-
tensified across all business units, and we continued to make
progress on major innovative projects while progressing with
our commitment to ESG.
The Phenom 300 was the best-selling light jet in its category
for the 12th consecutive year and became the most-flown exe-
cutive jet in the United States. For the entry-level segment, we
announced the Phenom 100EX, the latest evolution of the jet
that offers unparalleled flight deck comfort, operational versa-
tility, and enhanced avionics.
For Defense & Security, we further consolidated the presence
of the C-390 Millennium military freighter among NATO coun-
tries and their allies. Two new European countries, Austria and
the Czech Republic, selected the C-390 to renew their fleets
of tactical transport, joining Portugal, Hungary, and the Ne-
therlands. Sales activities intensified due to the growing in-
terest in the multi-mission jet on virtually every continent. By
late 2023, South Korea also decided to incorporate the C-390
into its fleet.
We expanded our Commercial Aviation customer portfolio
with increased orders for E190-E2 and E195-E2 aircraft. Air-
lines Scoot (Singapore), Royal Jordanian (Jordan), SKS Airways
(Malaysia), and Luxair (Luxembourg) announced orders for the
E2, while Porter (Canada), Binter (Spain), and aircraft leasing
company Azorra expanded their existing orders. The E195-E2,
the biggest of its line, received Type Certification from the Civil
Aviation Administration of China (CAAC), opening up a new
opportunity for product penetration in the Chinese market.
“Since 2008, Embraer has been a signatory and reaffirms its
commitment to the UN Global Compact. In 2023, we advanced
on our journey towards a low-carbon economy and a more
diverse organization, while maintaining the highest standard in
corporate governance.”
Francisco Gomes Neto - President of Embraer
The E175-E1 maintained its leadership in the sector with addi-
tional sales to American Airlines for operations in its subsidiary
Envoy Air, to SkyWest for operations in the United Airlines ne-
twork, and to Air Peace, West Africa’s leading airline. Additio-
nally, the first E190 jet from the E1 generation being converted
into a freighter was showcased in São José dos Campos as
part of the Passenger-to-Freight (PSF) project.
The Services & Support division sustained strong performan-
ce, executing new agreements and extensions of Pool and inte-
grated logistics support programs. At the same time, it further
expanded its training centers with new flight simulators. We
also announced an agreement that will double our mainte-
nance service capacity for executive aviation customers in the
United States. Furthermore, progress continued in preparing
facilities for the new Authorized Service Center to be inaugura-
ted this year at OGMA in Portugal, dedicated to servicing Pratt
& Whitney’s GTF engines.
In the realm of innovation, another cornerstone of our strategy,
we are heavily investing across various fronts to drive the tran-
sition towards zero-emission aviation in the future. Last year,
for instance, we established Nidec Aerospace, a joint venture
with the Japanese company Nidec, a global leader in electric
motors, to merge our organizations’ combined expertise and
deliver electric propulsion systems for the aerospace industry.
Additionally, significant progress has been made in Eve’s
eVTOL program, with the identification of key vehicle suppliers
and the location of the first manufacturing plant dedicated to
electric vertical take-off and landing vehicles in Brazil, to be
situated at our facility in Taubaté (SP). Eve continues to advance
towards developing solutions for the Urban Air Mobility (UAM)
market, including an Urban Air Traffic Management (UATM)
system for eVTOLs and a global network of services and
support. By late 2023, Eve had secured 29 eVTOL customers,
with potential orders for 2,850 vehicles at an estimated USD
8.6 billion, the largest backlog in the industry, in addition to
14 customers for its UATM system and 10 customers for its
services and operations solution.
Strengthening internal culture has been one of Embraer’s key
strengths in enabling our growth plan, fostering a more diver-
se, inclusive, and collaborative work environment, while prio-
ritizing quality and safety. A prime example of collaboration
and the “One Embraer” spirit comes from our Engineering de-
partment, which operates cohesively to facilitate the exchange
of knowledge and technology across different business units,
overcoming the inherent technological challenges of the ae-
rospace and defense industry.
In 2023, we also made significant strides in our commitment
to promoting more sustainable aviation. The Phenom 300E
and Praetor 600 jets successfully conducted test flights
using 100% sustainable aviation fuel (SAF 100%), joining the
E195-E2, which had undergone similar tests in 2022. This is
part of our goal to transition our entire portfolio of commercial
and executive aircraft to SAF 100% by 2030.
Furthermore, American Airlines and Air New Zealand have
joined the advisory group of the Energy Project, adding to the
extensive collaboration aimed at defining and establishing
sustainability requirements for commercial air transport based
on operators’ perspectives.
These are just some of the most notable achievements and
numerous initiatives across various areas of our company in
our journey that combines profitable growth with the transition
to a low-carbon economy. We want to express our gratitude to
the Embraer team, who consistently demonstrate total com-
mitment, focus, and excellence in carrying out our strategic
plan. We would also like to thank our customers, partners, and
investors for their continuous trust and support.
As we celebrate Embraer’s 55th anniversary in 2024, we are
poised to reap the rewards of our efforts in recent years and
continue to grow profitably. We remain confident in our growth
strategy and value creation for customers, shareholders, and
society through strategic partnerships, business efficiency, in-
novation, and ESG initiatives.
Francisco Gomes Neto
President of Embraer
Alexandre Silva
Chairman of the Board of Directors
ANNUAL REPORT 2023
IND E X
Click to browse the desired topic
All pages in this file can be browsed: menus and pagination.
0 6
ABOU T
EMBR AE R
Where We Are 8
Cultural Pillars 9
1 1
FINANCIAL
PERFORMANCE
Operating Result 1 3
1 4
ESG
COMM IT MENT
TO TH E FUTURE
Environmental Commitment 1 6
Social Commitment 1 9
Entry-level Programs 2 2
Commitment to Governance 3 2
3 5
TECHN OLO GY
AND IN NOVATION
Awards and Highlights 3 7
Innovation Verticals 3 8
Culture of Innovation 4 1
Embraer-X 4 2
Eve Air Mobility 3 8
4 7
BUSI NES S
UNIT S
Commercial Aviation 4 8
Executive Aviation 5 1
Defense & Security 5 4
Agricultural Aviation 5 7
Services & Support 5 8
S U S T A I N A B I L I T Y I N D I C A T O R S
Technical References, Materiality, Indicators, GRI, SASB, TCFD
A B O U T
EMBRAER IN DE X
AB OUT EMBRAER
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
A L E A D E R I N T H E A E R O S PA C E A N D
D E F E N S E S E C T O R K N O W N F O R I T S
GLOBAL IMPACT
AND COMMITMENT
TO INNOVATION.
Since its inception in 1969, Embraer has prioritized
sustainable growth based on innovation, product sa-
fety, and focus on industry demands, making these the
fundamental pillars of our organization.
With a presence in the Commercial Aviation, Executive
Aviation, Defense & Security, and Services & Support
markets, our company has manufactured and delivered
over 8,000 aircraft throughout its history.
On average, every 10 seconds, an Embraer-manufac-
tured aircraft takes off somewhere in the world, trans-
porting over 145 million passengers annually. Going
beyond borders, Embraer provides positive contribu-
tions to scientific, technological, industrial, and social
development wherever it operates, shaping a better fu-
ture for people and the planet.
With a dedicated workforce of 19,179 employees by late
2023 in Brazil and abroad, Embraer’s global presence
is reinforced by its industrial operations, offices, ser-
vice centers, and parts distribution centers on various
continents.
The number of employees includes interns and apprentices
directly hired by Embraer companies. Data from affiliates
Atech, Visiona, and OGMA were not considered.
As a global aerospace manufacturer, Embraer generates revenue
from various products and services which, in 2023, contributed to
the company’s results in the following proportions: Commercial
Aviation: 35.1%; Executive Aviation: 26.7%; Defense & Security:
9.8%; Services & Support: 26.9%; other sectors: 1.5%.
By late 2023, its substantial firm order backlog indica-
ted excellent prospects:
COMMERCIAL AVIATION
47,2% - USD 8.8 BILLION
EXECUTIVE AVIATION
23,1% - USD 4.3 BILLION
DEFENSE & SECURITY
13,3% - USD 2.5 BILLION
SERVICES & SUPPORT
16,4% - USD 3.1 BILLION
7
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
W H E R E
WE ARE
2
3
1
5
8
7
6
4
9
11
10
1
2
BRAZIL
São José dos Campos
Gavião Peixoto
Botucatu
Taubaté
Brasília
Belo Horizonte
São Paulo
Rio de Janeiro
Sorocaba
Campinas
UNITED
STATES
Mesa
Nashville
Melbourne
Irwindale
Fort Lauderdale
Davie
Jacksonville
Memphis
Dallas
Subsidiaries
ATECH
VISIONA
TEMPEST
Subsidiaries
EMBRAER CAE
TRAINING SERVICES
EVE
NIDEC AEROSPACE
3
MEXICO
Chihuahua
4
PORTUGAL
Alverca
5
UNITED
KINGDOM
Farnborough
6
IRELAND
Dublin
7
FRANCE
Le Bourget
8
NETHERLANDS
Amsterdam
9
UNITED ARAB
EMIRATES
Dubai
10
SINGAPORE
Singapore
11
CHINA
Beijing
Subsidiaries
EZ AIR
INTERIOR
Subsidiaries
OGMA
Subsidiaries
EMBRAER CAE
TRAINING SERVICES
J O I N T V E N T U R E S & A F F I L I A T E S
8
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
P I L L A R S O F
CULTURE
ONE EMBRAER.
ONE TEAM.
TAKE RESPONSIBILITY FOR
COMPANY RESULTS.
BE OPEN AND HONEST IN HOW YOU
SPEAK AND LISTEN.
PASSION TO MAKE A
DIFFERENCE.
ADDRESS COMPLEXITY
WITH SIMPLICITY.
9
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
EMBRAER
C U L T U R E
During a cultural evolution, the primary
transformations are not in processes and
systems but within each person’s beliefs, ha-
bits, and decisions.
At Embraer, the evolution of our culture is
based on five pillars that serve as the foun-
dation of our behaviors and our commitment
to ethics and integrity, safety, sustainability,
and the continuous pursuit of excellence in
products and services for our customers and
other stakeholders. Our pillars are:
• One Embraer. One Team.
• Take Responsibility for Company Results.
• Be Open and Honest in How You Speak and
Listen.
• Passion To Make a Difference.
• Address Complexity with Simplicity.
These pillars also play a key role in the success of the strate-
gic plan and Embraer’s sustainable and profitable growth. Since
their creation, we have promoted actions and reflections on the
evolution of our culture and have already seen positive results in
our surveys and people’s daily lives.
To provide more clarity on the attitudes that the company expects
from us, we cooperated with the company leadership to outline
the desired behaviors surrounding each pillar. Then, to ensure
that all personnel understood and acted upon them, we provided
training, communication campaigns, and actions in various areas
globally. We also fostered conversations about culture and diver-
sity to allow anyone to play a role on this journey.
We also created eTalks, a channel that brings senior leadership
closer to employees. It provides an opportunity to speak openly
about strategic matters and helps employees realize they are a
part of the company’s results.
Internal goals began to be shared among all teams, strengthe-
ning the spirit of collaboration and increasing our focus on re-
sults. We then created the “Simplification Team”, a group formed
by various areas focused on accelerating the implementation of
simple solutions and ensuring more agility and efficiency for the
company’s operation and business.
We also hold our annual “Blue Week”, an event to celebrate Em-
braer’s anniversary and engage everyone in our cultural journey.
Through this cultural evolution and unity, we continue to shape
the organization we want to be every day.
10
10
ANNUAL REPORT 2023
F I N A N C I A L
PERFORMANCE IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
F I N A N C I A L
PERFORMANCE
In 2023, Embraer achieved the financial indicator estimates disclosed at the beginning of
the year: Adjusted EBIT, Adjusted EBITDA, and Free Cash Flow. These results reflect better
operational efficiency compared to previous years. In comparison to 2022, the company
increased the delivery of Commercial, Executive, and Military aircraft by 13%, from 160 to
181 aircraft in 2023, increasing revenue by 16% (USD 5.3 billion). Detailed results of the
company’s financial performance are available in the Management Report.
181 aircrafts
C O M M E R C I A L , E X E C U T I V E ,
A N D M I L I T A R Y A I R C R A F T S
D E L I V E R E D I N 2 0 2 3
12
12
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
O P E R A T I O N A L
RESULT
In 2023, the adjusted operational result and margin (EBIT) were
USD 350 million and 6.6%, respectively. The approximately 13%
increase in the number of aircraft deliveries (Commercial Avia-
tion, Executive, and Defense) and higher volumes in the Servi-
ces and Support sector, combined with lower operating expen-
ses, largely explain the improved profitability presented in 2023
compared to 2022.
Embraer’s shares have been listed on the São Paulo Stock Ex-
change’s (B3) Novo Mercado index since 1989 and on the New
York Stock Exchange (NYSE) through the Level III American
Depositary Receipts (ADRs) program since 2000. By late 2023,
Embraer’s shares traded on B3— EMBR3 – were quoted at BRL
22.39, representing a 56.5% increase compared to BRL 14.31 at
the end of 2022. The American Depositary Shares (ADSs) listed
on the NYSE— ERJ – reached a quotation of USD 18.45, a 68.8%
increase compared to USD 10.93 in the previous year.
REVENUE BY SEGMENT
Net Revenue (USD Billion)
5,2
27%
4,5
28%
REVENUE BY REGION
Net Revenue (USD Billion)
5,2
2%
4,5
3%
9%
11%
2%
4%
1%
2%
10%
9%
22%
19%
27%
27%
35%
34%
Services & Support
Defense & Security
Executive Aviation
Commercial Aviation
62%
63%
Others
Latin America
Asia-Pacific
Brazil
Europe
North America
2023
2022
2023
2022
13
ANNUAL REPORT 202316% HIGHER (USD) THAN IN 2022USD 5.2 BILLIONTOTAL NET REVENUE
C O M M I T M E N T
TO THE FUTURE
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
Announced in late 2021, the sustainability strategy and long-term ESG goal plan continued to be part of Embraer’s daily operations throughout 2023. Our company remains focused
on decarbonizing aviation through the development of more sustainable products, services, and technologies and reinforcing its historic role in social responsibility. In 2023, these
goals evolved and achieved concrete results across a number of areas.
Carbon-Neutral
Growth from
2022
Maintain the
Ethics and
Compliance
Program fully
aligned with global
standards
Maintain
the highest
standards in
International
governance
Commitment to
50% diversity in
hires across all
entry-level programs
by 2025
Promote technological
education for
1,500 people from
underrepresented
groups by 2025 with the
Social Tech Program
100% renewable
electricity by
2030
Carbon-neutral
operations by
2040
Products for
zero-carbon
aviation by
2050
2022
2025
2030
2040
2050
Continuous Diversity
& Inclusion Training
Maintain approval of
over 80% of high school
students from Embraer
schools in public
universities or private
universities with full
scholarships
Maintain high product
safety standards
and full alignment
with international
requirements
Ensure 25% of
enrollments
in Embraer’s
Master’s program
in Aeronautical
Engineering are
women by 2025
Ensure 20% of senior
leadership positions
are filled by women
by 2025
E / Environmental
S / Social
G / Governance
15
ANNUAL REPORT 2023GRI 2-22; 3-3; RT-AE-410A.2
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
E N V I R O N M E N T A L
COMMITMENT
SAF PURCHASE
In 2023, Embraer continued its sustainable aviation fuel (SAF)
acquisition strategy at its Melbourne facility in the United States.
Our company has been working consistently to evolve this pro-
cess, making it possible to properly track and report the benefits
obtained from purchasing this type of fuel while establishing part-
nerships with industry companies to leverage SAF availability in
the regions where we operate.
Embraer is directly involved in various initiatives and partnerships
for the research and development of the SAF chain in Brazil and
worldwide. Last year, it joined the Roundtable on Sustainable Bio-
materials (RSB), an organization that drives the fair and sustai-
nable transition to a circular economy. It also joined the working
group of the International Aerospace Environmental Group (IAEG),
which is dedicated to studying the compatibility of current aircraft
with the use of 100% renewable SAF.
*SAF (Sustainable Aviation Fuel) is considered a renewable energy source that can reduce greenhouse gas emissions by up to 80% compared to traditional aviation fuel. It is
expected to be one of the main drivers of decarbonization in the aerospace sector, and its use is critical to ensure that the company’s operations are carbon-neutral by 2040.
RENEWABLE ELECTRICITY
One of the first measures aimed at decarbonizing operations is
reducing Scope 2 emissions associated with electricity. Contracts
for the purchase of renewable electricity have already been
signed in Brazil, starting in 2024, and in 2023, our company made
efforts to structure its renewable electricity acquisition plan for its
operations in the United States.
16
16
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
LOWERING EMISSIONS
MANUFACTURING EFFICIENCY
INTERNAL AND SUPPLY
CHAIN PUBLIC AWARENESS
Embraer expanded its contract with Toyota Brazil to apply the
fundamentals and concepts of the Toyota Production System
(TPS) in its industrial operations. Since June 2022, the two
companies have been working together to assess and recom-
mend manufacturing improvements at Embraer’s main factory,
the Ozires Silva Unit, located in São José dos Campos, São
Paulo.
In 2023, a new methodology was implemented
in a production phase for the wings of the E-Jets
line of commercial jets, speeding up the manu-
facturing cycle by 50%. This accounted for 17%
faster manufacturing time in this sector and
20% efficiency gains.
In order to reduce emissions from the use of natural gas, which
constitutes the second-largest source of Scope 1 emissions in
Embraer’s operations, a comprehensive study was conducted to
identify the primary equipment using this fuel across the units in
Brazil. Presently, the company is deepening its understanding of
process electrification solutions and the possible adoption of bio-
gas as an alternative for decarbonizing manufacturing processes.
Last year also was the beginning of the Internal Campaign for
Energy Transition and Efficiency, focused on raising company
personnel’s awareness of Climate Change and sharing the com-
pany’s efforts to improve its sustainability performance. It was
also the first year of adoption of the CDP Supply Chain tool, ai-
med at engaging and understanding the maturity of Embraer’s
suppliers regarding climate change.
17
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
emissions per seat compared to the previous generation of
E-Jets and more than 30% compared to emissions per trip
with jets between 150 and 200 seats. These jets often fly with
low occupancy, resulting in high emissions per passenger
transported.
After flight tests using 100% SAF on an E-195 E2 in 2022,
Embraer continued to work on understanding the eventual
adjustments required to have its products certified for flights
with 100% SAF by the end of the decade, in partnership with
its suppliers.
FLIGHT TESTS USING 100% SAF
IN EXECUTIVE AIRCRAFT
In 2023, in partnership with Honeywell Aerospace, Parker, Pratt
& Whitney Canada, Safran, and WorldFuel, flight tests were
successfully conducted on the Phenom 300E and Praetor 600
executive aircraft using 100% pure sustainable aviation fuel
(SAF). The tests -- with one engine running on 100% SAF --
were carried out at Embraer’s facilities in Melbourne and provi-
ded significant information on system performance when using
entirely renewable fuel.
SUSTAINABILITY TODAY AND TOMORROW
Embraer continued its studies related to the “Energia Family”
concept involving aircraft that incorporate different layouts,
alternative energy sources, and sustainable propulsion
technologies to transport up to 50 passengers while aiming to
reduce carbon emissions, aligned with the goal of supporting
the aviation sector’s goal of net-zero emissions by 2050.
In 2023, American Airlines and Republic Airways, two of
the leading air transport companies in the US, joined the
Energia Family Advisory Group, along with other airlines,
lessors, suppliers, and aviation experts. The memorandum
of understanding signed with Embraer allows companies to
work together to define and establish actual requirements for
sustainable aviation, which means not only emission-free but
also commercially viable aviation. The second meeting of this
Advisory Group, held with several other guests, took place in
November, where various aspects of the product were subject
to in-depth discussions. These aspects included the number of
seats, range, infrastructure challenges, and target operational
cost zone.
The Energia Family will certainly be part of the sustainable
solution in the future, but it is important to emphasize the
role of the currently available solution for lowering emissions.
Currently, the E2 family is the most efficient jet family in
the sector and can contribute with up to 25% reduction in
18
18
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
S O C I A L
COMMITMENT
EMBRAER CULTURE
Embraer values and celebrates everyone’s actions and unders-
tands that people are a vital part of the whole. With this in mind,
we seek to provide the necessary support for our employees to
perform their duties with a sense of belonging and strengthen
ourselves as an inclusive and humane company that respects
what makes people unique.
In 2023, our company focused directly on increasing opportuni-
ties for underrepresented groups, reinforcing respect for all indi-
viduals as our foundation. Public commitments made on social
aspects continue to address Diversity, Equity, and Inclusion as
an important issue in the evolution of our culture.
Our company made significant advances in the evolution of our
culture throughout 2023 by focusing on our five pillars. In ad-
dition to training and various engagement and communication
actions, Embraer strengthened the spirit of “one team” and the
understanding of what is global and what is local. Increasingly
dedicated to diversity and inclusion, we remain focused on re-
sults in an agile and efficient manner, seeking to address the
most complex issues with simplicity. Our enthusiasm is reflected
in the 78% favorable perception of more than 7,500 employees
worldwide.
19
19
ANNUAL REPORT 2023GRI 405; 3-3FAVORABILITYGLOBAL CULTURE SURVEY:78%
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
In 2023, Embraer joined the 25by2025
initiative promoted by the International
Air Transport Association
(IATA). This
global voluntary effort aims to increase
the aviation
female participation
sector and encourage gender balance
in the field. Joining this initiative is part
of our commitment to increasing female
representation in leadership positions and
technical roles by 25% by 2025.
in
EMPOWER WOMEN
To structure the actions that will help us achieve our goal of 25% fe-
male senior leadership by 2025, Embraer created the Women’s Trai-
ning Program in 2022 to help drive career development. The idea is
to empower and develop women as leaders, strengthening their roles
and expanding their leadership skills so that they can have an even
greater impact on the company’s results.
The first class was made up of directors and managers, and comple-
ted the training in September 2023. This training was promoted by
the “Leadership Academy,” which promotes development programs
across our company. A total of 38 global leaders completed the pro-
gram following 55 hours of workload. Key subjects included self-
-awareness, gender awareness, navigating power dynamics in the or-
ganization, culture, and management practices. A closing event was
also held in September, featuring a round table discussion on how
Embraer can achieve its goal of women in senior leadership posi-
tions. The Women’s Training Program is expected to continue in 2024.
Our company also attended the 34th Annual Women in Aviation Con-
ference (WAI) in Long Beach and the 35th International Association
of Women in Aviation Conference (IAWA) in San Diego. Their focus
was on stimulating, supporting, discussing and expanding the pre-
sence of women and their careers in a predominantly male segment
globally. Embraer also supported the 7th edition of AMAB - Associa-
tion of Women Aviators of Brazil, which promotes gender equality in
the Brazilian aviation sector.
20
ANNUAL REPORT 2023GRI 401; 404; 405
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
EMBRACE
GRI 404; 405
Embrace is an affinity group or ERG (Employee
Resource Group) of Embraer employees created
in 2019 to support underrepresented groups
and diversity, equity, and inclusion issues in the
company.
Starting with Embraer’s diversity, equity, and
inclusion strategy and aligned with a global ca-
lendar with relevant dates, Embrace proposes
actions, initiatives, and discussions throughout
the year.
DIVERSITY ALLIES LEADERSHIP PROGRAM
In Brazil, individuals are grouped into four cate-
gories:
• WOMEN
• PEOPLE WITH DISABILITIES
• PEOPLE OF AFRICAN AND MIXED DESCENT
• MEMBERS OF THE LGBTQIA+ COMMUNITY
In 2023, Embraer introduced an innovative pro-
gram aimed at broadening diversity initiatives
beyond corporate norms and fostering greater
leadership involvement in these crucial matters.
Each VP division appointed an executive manager
or director to spearhead diversity efforts tailored
to the unique developmental needs of their res-
Conversely, the Embraer units in the United
States have three designated groups:
• AFRICAN-AMERICANS
• VETERANS
In 2023, Embraer launched its “Plan for Inclu-
sion of People with Disabilities in Brazil.” This
comprehensive plan involved conducting a de-
mographic survey to understand the circums-
tances of these individuals within the company,
along with an assessment of physical and digital
accessibility in Embraer’s key Brazilian facilities,
with the goal of ensuring this widespread acces-
sibility in our company.
SOCIAL TECH
Initiated in 2021, this program was created to
enhance the professional skills of underrepre-
sented groups. In its maiden iteration, Social Tech
welcomed participants with disabilities, followed
by people of African and mixed descent in 2022.
By 2023, the focus had shifted exclusively to
empowering women, attracting over 17,000
applicants. Fifty scholarships were provided to
nurture opportunities and foster professional
inclusion. The program, spanning four months
and concluding in January 2024, provided partici-
pants with data analysis skills. The curriculum en-
compasses a number of subjects such as Python
programming language -- pivotal for data science
-- as well as artificial intelligence, automation, De-
pective departments. The inaugural step entailed
comprehensive global training, blending both
in-person and online components, designed to
immerse the entire company in a strategic dis-
course on diversity, equity, and inclusion.
17,000
IN 2023
APPLICATIONS WERE RECEIVED FOR 50
SCHOLARSHIPS EXCLUSIVELY FOR WOMEN
vOps and Cloud Computing, AWS, Power BI, MyS-
QL and NoSQL, Business Intelligence, Excel, and
spreadsheet applications. Employing the boot
camp methodology, an immersive remote training
approach ensures the acquisition of essential
skills and competencies in the technology sec-
tor. Participants who complete the program will
be incorporated into Embraer’s talent pool and
considered for future recruitment endeavors with
partner companies.
*A type of immersive training designed to develop crucial skills
across various fields.
21
ANNUAL REPORT 2023GRI 401; 404; 405GRI 401; 404; 405
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
E N T R Y - L E V E L
PROGRAMS
DIVERSITY IN RECRUITMENT
FOR ENTRY PROGRAMS
• Fifty percent of all hires in Entry Programs were dedicated
to underrepresented groups (people of African and mixed
descent, women, LGBTQIA+ members, and People with
Disabilities), aligning with the objectives set in 2021.
• 2023 saw around 70% recruitment rate from underrepresen-
ted groups in the Young Apprentice Program.
• This year also saw an expansion of affirmative action vacan-
cies for women and people with disabilities.
22
ANNUAL REPORT 2023GRI 404; 405; 3-3
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
EMBRAER INTERNSHIP
PROGRAM
Structured to ensure an enriching experience,
the Embraer Internship Program prioritizes the
development of behavioral skills and the reten-
tion of emerging talents within the company. In
2023, the company welcomed 598 new interns
distributed among diverse departments. Alon-
gside their day-to-day responsibilities, interns
were tasked with crafting projects that contri-
buted to their respective fields, whether through
process enhancements or the creation of inno-
vative services or products. In addition to pro-
ject-based learning, the program encompassed
pillars of company culture, soft skills training,
and deeper insights into Embraer’s diverse bu-
siness domains.
SUMMER JOB PROGRAM
The Summer Job Program was reinstated at Em-
braer in 2023. It features a pilot immersive ex-
perience across various departments at its São
José dos Campos unit.
Twenty-nine students from 10 universities
across Brazil were carefully selected, nominated
by their academic coordinators or recognized for
their achievements in the Aerodesign Compe-
tition organized by SAE Brazil, an educational
institution in São José dos Campos. Represen-
ted universities included USP/POLI, USP/EESC,
ITA, UNIFEI, UFABC, FEI, UFMG, UFBA, UNI-
VASF, and UFSC.
The program aims to establish a talent pipeline
for these individuals, leading to regular inter-
nship positions, specialized programs, or per-
manent roles. Remarkably, around 70% of parti-
cipants were rehired in the same year to join the
regular internship program.
YOUNG APPRENTICE
PROGRAM
One of Embraer’s tangible initiatives for conti-
nuous improvement and responsible integration
of teenagers into the workforce is the Young
Apprentice Program. It provides young adults
and adolescents with learning experiences to
cultivate essential habits for entering and thri-
ving in the job market. The actions undertaken
with them are geared towards fostering their
autonomy.
In 2023, around 140 apprentices were recruited
to participate in the program across São José
dos Campos, Botucatu, and Gavião Peixoto. In
addition to offering technical and administrative
courses, new affirmative action classes were in-
troduced to help raise the skills of young profes-
sionals with disabilities.
CONNECTIONS
Embraer operates an internal job posting pro-
cess called Connections. This process enables
individuals to steer their careers within our com-
pany toward new pathways and provides oppor-
tunities for learning and growth so that candida-
tes can reach their full potential.
The selection process now occurs both inter-
nally and externally simultaneously, with more
transparent evaluation criteria for candidates,
ensuring that all applicants receive feedback.
Embraer provides training to guide both leader-
ship and employees to understand the details
of this important career opportunity channel.
In 2023, 450 positions were filled with internal
candidates.
23
ANNUAL REPORT 2023NEW INTERNSACROSS DIFFERENT DOMAINS598REHIRED IN THE SAME YEAR70%HIRED140BY EMPLOYEES450APPRENTICES POSITIONS FILLED
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
UNIVERSITY
RELATIONS
In 2023, Embraer amplified its
efforts in engaging with universities
and other educational institutions
as part of our company’s talent
attraction strategy.
Opportunities for attracting and
developing talent were outlined
in alignment with our company’s
objectives. Leaders and experts
from various areas of our company
contributed to these initiatives,
sharing knowledge and guidance to
young students in their preparation
for the workforce.
Key activities in university relations
included career events, fairs,
student competitions, and lectures.
Sponsorships and
participations
in fairs,
competitions, and
student events
University
mentoring
sessions with the
Embraer Institute
University tours
to Embraer
Lectures in
Universities
and Technical
Schools
University
Relationship Visits
(Ambassadors)
Professionals
trained to speak
about Entry-
level Programs
Meetings with
the Engineering
Practice
Community
new student
contracts
new CVs
on online
recruitment
platform Gupy
Half of the
internship CVs
from attraction
actions
in corporate
investment per
year
Ranked as the
top-of-mind
company of
the year at the
largest student
fair in Latin
America
24
ANNUAL REPORT 20233Over50,00039Over 300,000301/282 million501o174
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
ESP - ENGINEERING
SPECIALIZATION PROGRAM
The Embraer Engineering Specialization Program (ESP) is a cor-
porate program aimed at preparing new engineers for product
development areas operating in dynamic and multidisciplinary
environments.
In partnership with ITA (Aeronautics Institute of Technology), it
offers a master’s degree in aeronautical engineering recognized
by the Ministry of Education (MEC). Lectures are hybrid (in-
-person and remote) and given by ITA professors together with
Embraer professionals and contracted consultants. In-person
activities take place at the facilities of these two institutions.
In 2023, the program celebrated its 22nd anniversary and, as
part of its training and development efforts, delivered 2,300
hours of lectures to 123 engineers with an investment of around
BRL 13 million.
Out of these 123 active students, 38 were hired by our company
in 2023 as engineers, and the others are set to complete their
training in July 2024, with a success rate of 98.9%.
The selection process for the next cohort also took place in
2023, with 4,675 applicants selected step by step until the fi-
nal cohort of 45 was formed. Of these, 12 are women, repre-
senting a female participation rate of 26%, in line with the
2025 target for this program (25% of ESP participants being
women).
BRL 13M
APPROXIMATE INVESTMENT
IN 2023
25
25
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
PES - SOFTWARE AND DATA SCIENCE
SPECIALIZATION PROGRAM
In response to the growing demand for
professionals in technology, software,
and data science fields, PES emerged as
an Embraer initiative to foster the training
of individuals in these expertise areas.
In partnership with UFPE (Federal Uni-
versity of Pernambuco), the program of-
fers a nine-month specialization course.
Lectures are given by UFPE professors
with the participation of Embraer profes-
sionals in a 100% online format, consis-
ting of theoretical modules and a practi-
cal course completion project.
The first cohort was admitted by Embra-
er in January 2023, with 33 professionals
working in roles such as Engineers, Te-
chnical Product Development Assistants,
and Data Scientists.
The second cohort, active in 2023, com-
prised 33 participants and received over
300 classroom hours, with an appro-
ximate investment of BRL 3 million per
cohort.
Through targeted actions in the selec-
tion process, compared to the previous
cohort, the current cohort doubled
female participation from 9% to 18%.
Similarly, black participants increased
by 3%, and the goal is to improve these
metrics in the selection process for the
next cohort.
PES also provided opportunities for 94
employees from related areas to partici-
pate in individual course modules, with
42 employees taking courses in Data
Science and 52 in Embedded Software
classes.
UFPE also provides certificates for the-
se employees for completing the course
modules.
BRL 3M
PER COHORT
IN 2023
26
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
Embraer leveraged the Course Calculator in
2023. This solution focused on identifying trai-
ning needs aligned with the company’s strategy.
This solution provided visibility into which ini-
tiatives and development programs would take
place in 2024, with an in-depth analysis of the
investment to be applied in comparison to busi-
ness needs and people development.
E M B R A E R
LEARNING HUB
Embraer’s education brand, EMpower, is focu-
sed on disseminating a culture of learning glo-
bally and aligned with market trends.
Different learning solutions are offered, acces-
sible from anywhere, at any time, and by all Em-
braer employees.
Our company is taking on the challenge of main-
taining relevant knowledge to sustain current
and future skills aligned with business needs,
culture, and diversity. We seek to ensure stra-
tegic and continuous investment in people’s
development while respecting different career
stages. Developing our people helps retain them
in our company, increasing engagement and the
sustainability of intellectual capital.
EMpower is designed with a learning hub tem-
plate and includes corporate programs, acade-
mies, and learning platforms.
Learn More
The content and curation of Embraer’s Learning
Hub are developed by training and development
specialists together with business area experts
to provide the best possible solution within the
best timeframe and with the best investment.
There are over 4,000 topics in EMpower, and
in 2023, there were over 900,000 training
hours, with more than 5,000 cohorts avera-
ging 47 hours per employee and reaching a
99% workforce coverage rate.
Empower also offers a self-development pla-
tform launched in November 2023, providing
employees with access to over 21,000 courses
on a variety of subjects.
Within the Learning Hub, for improved planning,
27
ANNUAL REPORT 2023GRI 404-2
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
H E A L T H
AND SAFETY
OCCUPATIONAL SAFETY CULTURE
DIAGNOSTIC PROGRAM
To provide a safe and healthy environment, Embraer has a set of pre-
vention practices to protect employees from occupational hazards and
workplace accidents.
In 2023, our company expanded these practices by standardizing Per-
sonal Protective Equipment (PPE) to further ensure safety.
Additionally, a monthly assessment of occupational safety indicators
was conducted under Embraer’s leadership supervision, both in visibi-
lity meetings with directorates and in Board meetings.
Furthermore, our company maintained its Integrated and Cooperati-
ve System, which includes Global, Regional, and Local Management,
created in 2022. The purpose of this system is to ensure synergy so
that all data and information are handled dynamically and objectively,
integrating the work of all Embraer units worldwide.
Another ongoing process is the use of exoskeletons, robotic devices
that assist the human body in performing certain tasks while helping
human joint movements. These devices can support human motion
and reduce the need for exerting force, contributing to the team’s sa-
fety and ergonomics.
The purpose of this program is to position Embraer’s occupational safety maturity level. Carried out across
several stages, it involves conducting surveys with employees both in Brazil and abroad, as well as spot
checks in work environments, to provide an overall report on the company. Based on the data collected, a
methodology is applied that categorizes Embraer into five safety levels.
FIRST OCCUPATIONAL
ACCIDENT GUIDE
28
ANNUAL REPORT 2023GRI 403; 3-3
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
SAFE ENVIRONMENT PROGRAM
Introduced at Embraer in 2018, the program has since been up-
dated and, in 2023, became part of the company’s Goals Plan.
The “Safe Environment” program addresses workplace safety
with preventive data that can be reported by employees, con-
tractors, or visitors. Information can be submitted through mo-
bile devices or PCs using QR codes distributed across the com-
pany facilities. Unsafe situations are reported in the program,
then addressed and resolved as soon as possible. This allows
us to maintain a database with all reported situations and their
resolutions to bolster accident and incident prevention and en-
sure a safe environment.
WELL-BEING PROGRAM
The Well-Being Program contributes to a better quality of life for
active employees, their dependents, and interns. To reduce health
risk factors, the program promotes beneficial habits and provides
means to facilitate the introduction of a healthier lifestyle.
In 2023, Embraer implemented the Gym Benefit, where employe-
es in Brazil and abroad have access to a comprehensive physical,
mental, and nutritional well-being program. This includes provi-
ding leadership training to support mental health issues.
29
29
ANNUAL REPORT 2023GRI 403
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
and Life Project. While the pillars of General Education and Forma-
tive Itineraries aim to prepare young people for the top universities
and a successful career, respectively, the Life Project pillar aims to
provide support for socioemotional development and healthcare.
The schools include teams and work hours, as well as modern la-
boratories and facilities dedicated to each pillar.
In 2023, Embraer Institute entered into a groundbreaking partner-
ship with the Banco do Brasil Foundation to improve the social
evolution of Embraer Schools. The three-year project “Quality Edu-
cation Integrated with Social Technologies” seeks to connect the
education provided by Embraer Schools with social impact initiati-
ves, promoting pedagogical innovation through students’ reapplica-
tion of Social Technologies.
More than 200 students from Embraer Schools Juarez Wanderley
in São José dos Campos (SP) and Casimiro Montenegro Filho in
Botucatu (SP) were trained in the application of Social Technolo-
gies to impact communities and developed practical solutions ba-
sed on solar energy. In Botucatu, the project benefited independent
beekeepers who received equipment for processing beeswax. The
equipment, which comprises the “Honey Station,” will be important
for generating income and reducing environmental impacts. In São
José dos Campos, the project benefited the “Pandavas” and “Ma-
dre Teresa” schools, located in rural areas, responsible for assisting
children in situations of social vulnerability. Eight solar-powered
light poles and eight lamps were also delivered.
C O R P O R A T E
SOCIAL
RESPONSIBILITY
EMBRAER INSTITUTE
Since its foundation in 2001, the Embraer Institute has benefited
more than 20,000 people through social engagement efforts, Over
5,000 students have graduated from Embraer Schools, known for
their high approval rates in the country’s top universities.
Embraer Schools offer free, full-time high school education to stu-
dents from public schools and low-income families in São José dos
Campos and Botucatu, in the interior of São Paulo. They are joined
by a contingent of paying students (20% of the total student body),
totaling 720 students in 2023. For scholarship students, quality
education is offered free of charge, along with uniforms, teaching
materials, transportation, and meals. Currently, graduates enroll in
public or private higher education with full scholarships at a rate
of 75+%.
To maintain positive results, Embraer Schools was founded upon
three pillars of excellence: General Education, Formative Itineraries,
30
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
REVOAR PROGRAM
WINGS OF KINDNESS
CLIMATE EMERGENCY
Embraer Institute launched the Revoar Program, which focuses
Mentoring Accelerating Careers is an outstanding project
on financially supporting graduates from Embraer Schools. If
among many in the Wings of Kindness volunteer program. The-
the student has been admitted to a public university or a pri-
vate institution with a 100% scholarship but is having difficulty
continuing their studies, the Program, in partnership with the
non-profit organization Instituto Semear, provides financial as-
sistance (BRL 750/month) in the first year of undergraduate stu-
dies, as well as mental health support and career mentoring with
volunteers. In 2023, 21 students received support as part of this
program, and we expect this number to double going into 2024.
se include online meetings focused on employability aimed at
creating a welcoming learning environment for young students.
In 2023, over 120 students joined the program, and 900 volun-
teers engaged in this and other activities as part of the Embraer
Institute.
In partnership with the NGO World Vision, Embraer Institute
assists victims of environmental disasters. In 2023, support ef-
forts were provided in the São Sebastião, Vila Sahy, and Juqueí
regions, with a total of BRL 86,000 in donations, including ba-
sic food kits. Embraer Institute works in partnership with Em-
braer’s community of employees to raise funds.
DIVERSE SCIENCE
EMBRAER FOUNDATION
MINI GLIDER CHALLENGE
The event, which brought together hundreds of students from
public schools in São José dos Campos, Botucatu, and Gavião
Peixoto, aimed to foster enthusiasm for engineering and avia-
Diverse Science is an incentive program that offers underre-
presented groups education in STEM (Science, Technology,
Engineering, and Mathematics). Its second edition was held in
2023. This time, the target audience was self-declared people
of African and mixed-race descent aged 16 to 24.
tion through mini-glider construction and competitions. In ce-
In 2023, the following were selected to develop their projects:
lebration of Embraer’s 54th anniversary, it involved approxima-
AVEC (Efigênia Vidigal Association for Education and Culture)
tely 40 volunteers who shared knowledge and passion for the
and Redes da Maré. Each organization received, respectively,
Brazilian Aeronautical Industry over 5 months. The event was
BRL 170,000 and BRL 190,000. The projects were carried out
also sponsored by Eve Air Mobility, inspiring future generations
in Belo Horizonte (MG) and Rio de Janeiro (RJ) and impacted
with the future of urban mobility.
more than 330 people with the development of technology and
entrepreneurship skills.
In an effort to align its corporate social responsibility strategy
in the United States, in 2017, Embraer founded Embraer Foun-
dation, a sister organization of Embraer Institute, which ope-
rates under three main pillars: employee engagement through
volunteering, social investment through mission alignment and
support for the local community, and inspiring young people
through aviation outreach. The pillars are aligned with the
company’s global social responsibility strategy and account for
the particularities of social investment in the United States. In
2023, more than 500 volunteers participated in social activi-
ties developed by the Foundation, totaling 3,400+ hours. Thir-
ty-three community organizations received support from the
Embraer Foundation for the implementation of social projects.
31
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
C O M M I T M E N T T O
GOVERNANCE
Embraer seeks to ensure the highest level of corporate
integrity and ethics in all its businesses. Our corporate
governance model focuses on sustainable growth, mee-
ting the highest standards of the Brazilian and interna-
tional markets. Reinforcing the company’s commitment
to the best corporate governance practices, continuous
improvements are sought in governance instruments
and the Board of Directors, such as internal regulations
of advisory committees, as well as the enhancement of
policies and the code of ethics and conduct.
Embraer’s Board of Directors is supported by three Ad-
visory Committees: the Strategy and Innovation Com-
mittee, the Audit, Risk, and Ethics Committee, and the
People and ESG Committee.
The People and ESG Committee is responsible for ad-
vising the Board of Directors in developing robust stra-
tegies, defining key performance indicators, and esta-
blishing goals integrated with the company’s corporate
sustainability plan.
ETHICS AND COMPLIANCE
Our company has a mature Compliance program to promote and
support all activities in accordance with laws, regulations, and in-
ternal policies.
PILLARS OF THE COMPLIANCE PROGRAM
• Corporate Governance (Anti-corruption)
• Risk Management
• Policies and procedures
• Training and communication
• Helpline
• Monitoring and evaluation of Compliance risks
• Compliance in relationships with Third Parties
• Audit and continuous improvement
32
32
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
COMPLIANCE PROGRAM GOALS
Promote a culture of ethics and integrity based on
Embraer’s values and code of ethics and conduct, as well
as applicable anti-corruption laws.
Help other Embraer departments prevent risks, identify red
flags and improve processes.
TRAINING SESSIONS
IN 2023
Several training sessions were conducted on an-
ti-corruption topics, namely Bribery & Corruption,
Ethics & Compliance, Conflict of Interest, Corporate
Governance, Compliance programs for new leaders,
as well as training for Agents and Compliance teams,
as applicable.
In 2023, Embraer focused its efforts on complying with the
requirements of national and international regulatory bodies,
further improving policies by reviewing processes, roles, and
responsibilities. Among the changes are revisions to Compliance
procedures and policies, including the code of ethics and conduct
to encompass diversity and inclusion, ESG, and pillars of culture,
trading policy, and disclosure of market information, clawback
policy, among others. These adjustments were made to ensure
that Embraer has effective methods and metrics to maintain high
levels of corporate integrity in all relations in and outside the
company.
*Policies for protection in case of fraud, misconduct, business earnings downturn, or
poor performance by an employee.
Embraer’s Compliance program had its 10th anniversary in
2023 and has been improving every year, in line with the com-
pany’s strategic plan, establishing fundamental processes for
sustainability and the continuity of the company’s successful
trajectory.
Embraer has 40 entities in its group, with majority control of
most of these companies and some established in partnership
with external partners. Group companies follow corporate go-
vernance standards based on the main governance aspects
used in Embraer, with the necessary adaptations according to
the cultural particularities of the location and activities perfor-
med in each entity.
33
33
ANNUAL REPORT 202312
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
O P E R A T I O N A L S A F E T Y &
PRODUCT
QUALITY
SAFETY FIRST. QUALITY ALWAYS.
Since 2007, Embraer has adopted the LEAN philosophy as a
business strategy that disseminates the fundamentals, concepts,
and practices of the P3E—Enterprise Excellence Program. This
program is responsible for leading integrated transformations,
providing means for the entire company to make leaps in improving
its processes. This excellence system aims for safety first, quality
at all times, on-time deliveries, and the best cost efficiency.
SAFETY MANAGEMENT SUMMIT – SMS
BRAZIL 2023
21ST EDITION OF THE EMBRAER OPERATORS’
SAFETY MEETING (EOSM)
The National Civil Aviation Agency (ANAC) promoted the 8th
edition of the Safety Management Summit – SMS Brazil 2023 in
October in the city of São Paulo.
The event served as a platform to share experiences and
information among representatives of the civil aviation industry,
air operators, aerodrome operators, maintenance organizations,
pilots, and manufacturers. Embraer actively participated with
representatives in four event panels, sharing information and
seeking to strengthen the operational safety culture of the
Brazilian aviation system.
Learn More
The 21st edition of the Embraer Operators Safety Meeting (EOSM)
took place in Portugal in May 2023, bringing together representati-
ves from 22 operators of ERJs, E-Jets E1, and E2 aircraft. The event
aimed to continuously improve the operational safety of Embraer
products. EOSM also promoted the implementation of preventi-
ve measures through the discussion of technical topics related
to products, relevant operational events, publication updates, and
operational techniques.
20TH ANNIVERSARY OF THE PRODUCT SAFETY
COMMITTEE
The Product Safety Committee had its 20th anniversary in 2023.
Comprised of directors from different product areas, since July
2003, the committee has been holding monthly meetings, and
during this period, on 352 occasions, more than a thousand
situations related to the operational safety of 20 different types
of Embraer aircraft in operation were addressed and prioritized.
34
ANNUAL REPORT 2023
T E C H N O L O G Y A N D
INNOVATION
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
50%
ABOUT
OF OUR COMPANY’S REVENUE IN
2023 CAME FROM INNOVATIONS
IN PRODUCTS AND SERVICES
LAUNCHED IN THE LAST 5 YEARS.
T E C H N O L O G Y A N D
INNOVATION
Embraer contributes to the technological ad-
vancements of Brazil and the global aerospace
industry. Our company’s journey of evolution
and innovation is pursued every day through
commitment, networking, and extensive colla-
boration within the ecosystem involving part-
ners, various universities and research institu-
tions, suppliers, and clients.
In 2023, Embraer, in partnership with ITA (Ae-
ronautics Institute of Technology - anchor
institution) and FAPESP (São Paulo Research
Foundation), inaugurated FLYMOV (Flight and
Mobility Innovation Center), an Engineering
Research Center (CPE) dedicated to studies
on the Future Air Mobility. Also partnering with
FLYMOV are Unicamp and the São Carlos cam-
pus of USP.
The unprecedented initiative in Brazil was an-
nounced in 2022 and brings together represen-
tatives from the scientific community and ex-
perts from the aerospace industry in activities
based on three pillars: low-carbon aviation, au-
tonomous systems, and advanced design and
manufacturing. The goal is to find innovative
technological solutions that will enhance sus-
tainability and competitiveness in the global
innovation ecosystem.
FLYMOV mobilizes over 130 people, including
researchers, Embraer employees, and scholar-
ship recipients for Scientific Initiation, Mas-
ter’s Degrees, Doctorate Degrees, and Post-
-Doctorate Degrees - in an ambitious initiative
aiming to establish a new benchmark for Bra-
zil’s industry competitiveness and training of
professionals who will change the air mobility
innovation ecosystem.
IN 2023, EMBRAER INAUGURATED FLYMOV, AN ENGINEERING RESEARCH
CENTER (CPE) DEDICATED TO STUDIES ON
FUTURE AIR MOBILITY.
36
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
AWARDS
NATIONAL INNOVATION AWARD
For the second year in a row, Embraer was among the leaders of the National Innovation
Award, an initiative of the Business Mobilization for Innovation (MEI) carried out by the
National Confederation of Industry (CNI) and SEBRAE (Brazilian Service to Support
Micro and Small Businesses). Embraer was awarded in the Innovation Management
category, which shines the spotlight on organizations that, through processes, methods,
techniques, and tools, create a conducive environment for innovation. Our company also
ranked among the top three in the sustainability category.
VALOR INOVAÇÃO BRASIL 2023 AWARD
In its 9th edition,
Embraer ranked
as the fourth-most
innovative company
in Brazil.
HIGHLIGHTS
USD 15 million investment in Eve Air
Mobility, in partnership with United Airlines.
The US-based company also signed a purchase
agreement for 400 electric aircraft, with the
first 200 deliveries expected in 2026.
Investment in the MSW MultiCorp 2 fund
managed by MSW Capital, a Corporate Venture
Capital manager), aiming to attract and boost
innovative Brazilian startups that have synergy
with our company’s innovation strategy.
Embraer hosted the Marathon Embraer
Startups, an event aimed at identifying
solutions to previously mapped challenges
related to operations and business
management while expanding relationships
with the startup ecosystem.
To enhance its innovation capacity, Embraer
has been diversifying its sources of funding
aligned with neo-industrialization policies. In
December 2023, a USD 100 million investment
was approved under the BNDES More
Innovation Program. These initiatives ensure
the sustainability of innovation projects in the
company, enhancing its growth.
Embraer actively participated in global
innovation events such as Web Summit
Lisbon, Web Summit Rio, and SXSW. These
events connected companies, startups,
investors, and innovation agents with the most
disruptive trends of the present. Our company
stayed up to date on the latest innovation
trends and positioned Embraer as an innovative
company.
37
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
ZERO EMISSION VERTICAL
Embraer and Collins Aerospace continue to collaborate on the development
and testing of an innovative carbon nanotube (CNT) based electrothermal
heating technology for frost-proof systems. A flight in a natural ice
environment was conducted in 2023.
CNT electrothermal technology is lighter and more energy-efficient, using
environmentally superior manufacturing processes compared to current
systems. Embraer believes it will become the future standard for frost-proof
systems, including in more electric aircraft projects.
INNOVATION
V E R T I C A L S
Innovation Verticals are priority
areas of innovation under study
by Embraer. Our company
currently has the following
Verticals: Zero Emission, AI
& Data Science, Industry 4.0,
Airframe Competitiveness,
Autonomous Flight,
Cybersecurity, and Passenger
Experience.
38
38
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
AUTONOMOUS FLIGHT VERTICAL
Continuously advancing to achieve
greater efficiency and safety is a deci-
sive factor for Embraer to invest in au-
tonomous flight technologies. Auto-
nomous flight represents a significant
advancement in aviation, based on a
combination of technologies such as
sensors, control systems, communi-
cation, and artificial intelligence.
The application of these technolo-
gies enables the emergence of new
markets, such as drones, where un-
crewed aircraft can operate safely,
often on dangerous missions, without
risking human lives. These same te-
chnologies, in another context, can
assist pilots in safely operating the
aircraft, reducing workload, expan-
ding awareness of nearby airspace,
and aiding decision-making. These
developing technologies will be incor-
porated into Embraer’s portfolio, con-
tributing to the company’s long-term
competitiveness and sustainability.
Embraer believes that autonomous
flight will revolutionize various eco-
nomic sectors, with agriculture, in
particular, having strong potential
as a pioneer. High precision, optimi-
zation of inputs, lower losses due to
crop trampling, and safe nighttime
operation are some of the characte-
ristics brought by autonomous flight
to agribusiness, enabling productivity
gains while respecting environmental
concerns.
In line with this vision, Embraer ex-
panded its investment in XMobots,
the leading drone company in Latin
America, located in São Carlos, São
Paulo, and operating in agribusiness,
defense, and security. The partner-
ship began in 2022 and aims to ac-
celerate the future of the midsized
and large autonomous drone market
and expand Embraer’s collaboration
network in researching new techno-
logies.
39
39
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
PARTNERSHIPS FOR R&D & INNOVATION
FLIGHTSAFETY INTERNATIONAL
Embraer and FlightSafety International inaugurated a new
Praetor flight simulator in Orlando, Florida. The simulator has
already been approved by the United States Federal Aviation
Administration (FAA). Initial training is available for customers,
as well as recurrent training. The companies also announced a
fourth Praetor simulator in Europe at a location to be determined.
Operations are expected to begin by the end of 2024.
FINEP
Embraer signed an agreement with the Financing Agency for Stu-
dies and Projects (FINEP) to develop demonstrator platforms for
new aeronautical technologies. Public funds will be used to share
costs and risks inherent to research and development of low and
medium technological maturity.
GERMAN AEROSPACE CENTER
Embraer and the German Aerospace Center (Deutsches Zentrum
für Luft-und Raumfahrt; DLR) announced a Memorandum
of Understanding (MoU) for collaboration in pre-competitive
technology research and development. The goal is to assess the
possibility of establishing future cooperation in a wide range of
initiatives. This includes aircraft design, flight systems and physics,
system architectures, flight testing, wind tunnel experiments,
structures and materials, and safety.
40
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
INNOVATION
C U L T U R E
INNOVA PROGRAM
Created to disseminate culture and foster inno-
vation among all employees willing to seek inno-
vative solutions while stimulating ideas within
the company through Innovation Challenges.
Green Light
An intrapreneurship program that evaluates
innovative proposals voluntarily submitted by
employees. The program provides technical and
business guidance, leadership engagement,
time, and resources for developing ideas until
their technical and economic viability is proven.
Innovation Day
An initiative to disseminate culture and foster
innovation, bringing a collaborative environment
and the opportunity to discuss future trends
among different institutions at a global level.
The event had over 8,300 participants in 2023
for its 7th edition.
41
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
Embraer’s disruptive innovation company
focused on the future of air mobility, clean
energy, and connection with global innova-
tion ecosystems, among other themes, to fos-
ter and structure new business opportunities.
In 2023, Embraer-X positioned itself as a
market accelerator committed to developing
solutions for energy transition, working on va-
rious fronts to contribute to a carbon-neutral
economy.
Throughout the year, it also strengthened its
relationship with the Netherlands, where it
opened an office the year prior at the Aeros-
pace Innovation Hub@TUD at Delft Universi-
ty of Technology (TU Delft). Embraer-X’s stra-
tegic position at the Aerospace Innovation
Hub@TUD serves as a base for continuous
connection to the
institution’s business
ecosystem, establishing connections with
the European ecosystem and establishing
links with countries such as Austria, Switzer-
land, and Finland, among others.
In 2023, Embraer-X reactivated its connection with Silicon Valley and
the Boston metropolitan area. This will allow the company to expand its
partnerships with cutting-edge technology organizations, venture capital
investors, and academic and research institutions in key innovation
ecosystems in North America and the world.
42
42
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
ACTIVE CONNECTION WITH THE ECOSYSTEM
Embraer-X participated in the Web Summit Rio, which took place
in May. This was the first edition of the technology and innovation
festival outside of Europe, and the company organized its booth
where visitors could get sneak peeks into a flight simulator,
demonstration screens for an electric vertical take-off and
landing (eVTOL) aircraft, and advice on career development in
the aerospace industry.
In June, during the Paris Air Show, Embraer-X announced a
collaboration with the multinational GKN Aerospace for the
development of hydrogen propulsion technologies for the
aviation industry.
This partnership may result in the development of a flight
technology demonstration platform.
Hydrogen fuel cell propulsion systems are considered essential
for reducing pollutant emission levels in aviation in the future.
They are essentially electric motors that obtain energy to operate
from chemical reactions with hydrogen, thus avoiding the use of
heavy batteries.
The new partnership agreement is part of Embraer’s commitment
to achieving zero emissions by 2040. GKN Aerospace is a
developer and manufacturer of various aerospace systems
and already has advanced hydrogen studies underway in the
Netherlands, Sweden, and the United Kingdom. This technology
and its application in the commercial sector is expected to reach
maturity sometime in the coming decade.
43
43
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
Eve Air Mobility is dedicated to accelerating the Urban Air Mobility
(UAM) ecosystem. Backed by over 50 years of Embraer’s experien-
ce in aerospace and benefiting from a startup mindset, it adopts a
holistic approach to UAM ecosystem progress, with an advanced
eVTOL* project, a comprehensive global network of services and
support, and a unique urban air traffic management solution. Eve
has been listed on the NYSE since May 10, 2022.
FIRST EVTOL FACTORY
FARNBOROUGH AIRSHOW
Eve announced that Taubaté, in the interior of São Paulo, will host
the first eVTOL production plant. The plant will be located in an
expanded area within Embraer’s existing unit in the city.
The location benefits from strategic logistics, offering easy access
via highways and proximity to a railway line. Another advantage is
the proximity to Embraer’s headquarters in São José dos Campos
and Eve’s engineering and human resources team. This will
facilitate the development and sustainability of new production
processes, increasing agility and competitiveness.
In 2022, Eve presented for the first time, during the Farnborough
Airshow, the mock-up of the eVTOL cabin, which reinforces the
company’s human-centric design concept. Aimed at providing a
glimpse into the future of urban air mobility and gathering feedba-
ck from users, Eve’s eVTOL cabin mock-up has been showcased
at different events and locations around the world. In 2023, the
public had the chance to experience Eve’s eVTOL cabin in Austin,
Melbourne, Paris, and Dubai. The feedback is being incorporated
into product development to offer comfort and efficiency in the
experience for future users and operators.
*Electric Vertical Take-off and Landing Vehicle.
44
44
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
eVTOL TESTING PHASE
In 2023, Eve completed propulsion tests in its
test environment (RIG) to measure aerodynamic
performance and sound properties for modeling
and development. Various models were evalua-
ted to improve efficiency and reduce noise im-
pact and operational costs. Lift rotors were also
tested aboard a custom truck-mounted pla-
tform. The mobile equipment was specifically
designed to assess rotor performance during
the flight transition phase.
In May, wind tunnel tests were completed using
a scaled model of the eVTOL. Wind tunnel tests
provide a unique insight into the aerodynamic
behavior of complex geometry and offer a high
level of validation of vehicle design characte-
ristics. The goal is to collect experimental data
to validate production solutions, tools, and de-
velopment models, but the primary intent was
to investigate and validate how components—
including fuselage, rotors, wing, tail, and other
surfaces—would behave in flight.
By late 2023, Eve and
Bradesco concluded the
first ESG bond operation
aligned with the Green
Loans Principles (2023
version), which follows
a set of guidelines for
structuring loan operations
for sustainable purposes. Up
to BRL 490 million will be
provided as investment and
exclusively allocated for eVTOL
development. The funds were
made available by the Brazilian
Development Bank (BNDES)
in 2022 from the Finem Line
and the Climate Fund (urban
mobility subprogram), aimed at
supporting the implementation
of ventures and technological
development related to
greenhouse gas emission
reduction and adaptation to
climate change and its effects.
With the completion of the prototype of its
Urban Air Traffic Management (Urban ATM)
software, focused on essential concepts and
services to support the introduction and sca-
lability of Urban Air Mobility (UAM) operations,
Eve began commercial development of the solu-
tion in 2023 to integrate future urban airspace.
At the end of the year, Eve and Flexjet, a global
leader in executive aviation, conducted an initial
simulation of the software to validate and refine
the technology through user tests, as well as to
receive feedback on its interface and industry
value. The initiative addressed aspects such as
regular commercial operations, atypical scena-
rios, and flights adapted to the specific needs
of an eVTOL, providing a demonstration of the
software’s behavior across a number of real-life
scenarios.
In 2023, Eve announced
partnerships for the
development of the urban air
mobility market in two specific
regions. With United Airlines, the
plan is to launch eVTOL flights
throughout the San Francisco
Bay Area in the United States.
With Hunch Mobility, the result
of a partnership between Hunch
Ventures and Blade Air Mobility,
Inc., the plan is to introduce
the first urban electric flights
in Bangalore, India. In both
cases, companies are working
together with local, state, and
federal authorities, as well
as infrastructure, energy, and
technology providers, to ensure
the implementation of the
necessary technologies to enable
eVTOL flights in these regions.
45
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
PARTNERSHIP WITH NIDEC
Embraer and Nidec Corporation an-
nounced in 2023 an agreement to
create a company to develop electric
motors for eVTOLs.
The new company, named Nidec Ae-
rospace, was introduced at the 54th
edition of the Paris Air Show and aims
to combine Embraer’s aviation expe-
rience with the Japanese company’s
electric motors. Its creation aims to
develop and manufacture systems for
eVTOLs, which are seeking certifica-
tion to enter the market like Eve Air
Mobility, but without being restricted
to supply only to Eve. The company
may also develop solutions to equip
other hybrid and electric aircraft mo-
dels.
Nidec will have a 51% stake in this
new company, while Embraer will
have the remaining 49%. The com-
pany’s headquarters will be in Saint
Louis, Missouri.
Eve announced in 2023 some of the key
primary suppliers for its eVTOL. Among
them is Nidec Aerospace LLC, a joint
venture between Nidec Corporation and
Embraer, which will provide the eVTOL’s
electric propulsion system. BAE Systems
will provide an advanced energy storage
system, enabling the aircraft to operate
efficiently with zero emissions and low
noise. DUC Hélice Propellers will supply
the rotors for the eight lift motors and the
cruise propeller.
The other three suppliers announced
for the eVTOL were Garmin®, which will
be responsible for avionics; Liebherr-
Aerospace, which will provide flight
control actuators; and Intergalactic,
which will provide the thermal
management system.
46
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
B U S I N E S S
UNITS
47
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
COMERCIAL
A V I A T I O N
Embraer’s E2 family of aircraft, with its next-
-generation jets, is the most sustainable on the
market: it consumes less fuel and emits less
CO2 than any other next-generation jet. One
of the highlights of the year was the Embraer
E195-E2, considered the most efficient, quiet,
and advanced jet of the new generation. It was
certified for steep approach* by the European
Union Aviation Safety Agency (EASA) to operate
at London City Airport (LCY). With this, airlines
will be able to operate this jet in London City,
known for its short runway approach.
The certification process noted the low noise
level of the E195-E2 jet compared to other nar-
row-body** aircraft. Its noise level during takeoff
is 60% lower compared to current-generation
aircraft and the E190-E1. Additionally, it offers
reduced emissions and improved fuel efficiency
compared to the previous generation.
* Steep approach;
** Narrow-body aircraft;
*** Extended Range Twin Operations.
With the certification of the E195-E2 aircraft,
both jets in the E2 family are authorized to ope-
rate at LCY – the E190-E2 had already been cer-
tified in 2021.
In 2023, the E2 family also received ANAC and
EASA certifications for ETOPS*** 120-min opera-
tion. An ETOPS 120-min operation refers to the
aircraft’s ability to fly with one engine inopera-
tive for up to 120 minutes, being crucial for lon-
g-distance flights over oceanic areas where al-
ternate airports are limited. ETOPS certification
ensures compliance with safety requirements
for these extended operations. Additionally, the
E195-E2 jet received Type Certification from the
Civil Aviation Administration of China (CAAC).
In the year prior, certification of the E190-E2 jet
was already announced to be certified by the
CAAC.
IN 2023
12% MORE
AIRCRAFT WERE DELIVERED COMPARED
TO THE PREVIOUS YEAR:
39 FROM THE E2 FAMILY AND
25 FROM THE E1 FAMILY.
48
48
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
E2:
39
25
E1:
TOTAL: 64 COMMERCIAL AIRCRAFT
Jordan
Pakistan
China
Oman
Malaysa
Singapore
74
38 E1 + 36 E2
NUMBER AS OF 12/31/2023
Argentina
Madagascar
GLOBAL PRESENCE
The E-Jets family finished 2023 with over 1,490 aircraft in
service, being present in more than 90 airlines across 60+
countries spanning all continents.
49
ANNUAL REPORT 2023COUNTRIES WHERE THE E2 WAS CERTIFIED IN 2023DELIVERIES IN 2023SALES IN 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
CABIN OF THE FUTURE
In 2023, Embraer created the Cabin of the Future group, which stu-
dies expectations for the future of cabins in commercial and execu-
tive aircraft in the next 10 to 15 years. This includes analyzing con-
nectivity, sustainability, and accessibility and considering a second
generation of aircraft interiors.
NEW PLATFORM FOR MANAGING CHEMICAL
SUBSTANCES IN THE SUPPLY CHAIN
Environmental regulations such as the EU’s REACH require com-
panies to provide documentation on substances in products being
transported, with the intent of improving the protection of human
health and the environment. These laws are constantly being upda-
ted, and new substances are regularly classified as restricted.
In June 2023, Embraer implemented a tool to manage these
requirements: Assent Sustainability Manager, a platform for ma-
naging substance data in the supply chain to monitor chemical
substances found in products and processes and the use of certain
substances restricted by these regulations.
This now allows Embraer to clarify to customers and partners what
products we use in each part. Our company can also individually
analyze the application of certain substances to assess potentially
more sustainable alternatives.
50
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
EXECUTIVE
A V I A T I O N
In 2023, our company delivered 115 executive air-
craft. This represents a significant growth of 13%
compared to 2022, leading the industry with three
consecutive years of above-market performance.
Strong market capture while maintaining price
discipline. Record backlog of firm orders (USD
4.3 billion) aligned with a book-to-bill ratio greater
than 1.3X.
IN 2023,
DELIVERED 115
AIRCRAFT
13%+
THAN IN 2022
PHENOM 100EX
In 2023, Embraer introduced the Phenom 100EX executive jet, the newest evo-
lution of the Phenom 100 series of 400 aircraft in operation since 2008. The
Phenom 100 series is the most reliable entry-level platform in the sector, chosen
by owner pilots, airlines, and flight academies such as the United Kingdom’s
Royal Air Force, Emirates, Etihad, and the Finnish Aviation Academy. The new jet
offers a superior level of cabin comfort, operational versatility, and new avionics
features – enhanced to provide the best flight experience.
The Phenom 100EX incorporates Embraer’s design principles, both in the layout
of the Upper Tech Panel digital cabin controls and in seat design, use of sustai-
nable materials, and spacious work tables. In its basic configuration, the jet also
features a fifth lateral seat and a certified lavatory seat for take-off and landing,
thus increasing passenger capacity.
These new features complement the OvalLite™ cabin concept – the category
leader, offering more head and legroom. The jet also features the most elegant
boarding stairs and the largest baggage compartment in its category.
The Phenom 100EX is triple-certified by ANAC (Brazil’s National Civil Aviation
Agency), FAA (Federal Aviation Administration), and EASA (European Union
Aviation Safety Agency). All 2024 and 2025 jets have already been sold, and
future deliveries will be available starting in 2026.
3 CONSECUTIVE
YEARS
OF ABOVE-MARKET
GROWTH
In 2023, Embraer achieved a historic milestone: the
Phenom 300 series jets became the most-flown mo-
dels in the United States for its category, surpassing
the 15-year leader.
The series of executive jets was the best-selling in the
world for the 11th year in a row, with over 750 units in
operation and an average of 50 deliveries per year sin-
ce December 2009, the year it entered the market.
Additionally, we reached a milestone of over 2,000,000
flight hours on the Phenom 300 platform, plus
3,000,000 when adding the Phenom 100.
51
51
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
Embraer announced a new autothrottle* feature in 2023,
which will be available for Phenom 300E aircraft in the third
quarter of 2024. The optional feature was created to enhance
the Phenom 300E cabin, which is certified for single-pilot ope-
ration and includes the advanced Prodigy Touch cockpit based
on the Garmin G3000 avionics suite, further enhancing the
jet’s operational capabilities.
Through the advanced autothrottle automation technology, pi-
lots will be able to fly with better automation and intuition. This
technology will assist in throttle control during various flight
phases, meaning passengers will have even greater comfort in
the cabin.
Embraer is also committed to supporting in-service aircraft
through a service bulletin (SB), available from the fourth quar-
ter of 2024, for aircraft that received factory-installed provi-
sions from January 2023.
NetJets signed a new contract with Embraer for up to
250 options of Praetor 500 jets, including services and
support. The contract is worth over USD 5 billion, with
deliveries set to begin in 2025. This will be the first time
NetJets offers the midsize Praetor 500 to customers.
The partnership between NetJets and Embraer began
in 2010, and NetJets has operated Embraer’s Phenom
300 series for over a decade.
EBACE AND NBAA 2023 CONVENTIONS
Embraer showcased three of its leading industry jets at the 2023
European Business Aviation Convention and Exhibition (EBACE
2023) in Geneva, Switzerland. The Phenom 300E, the world’s best-
selling light jet with the fastest single-pilot operation and longest
range; the Praetor 500 and Praetor 600, the most revolutionary
and technologically advanced executive jets in the medium and
super-midsize segments, which were certified by the FAA, EASA,
and ANAC less than a year after being announced in 2018.
Embraer’s three executive jets flew to Geneva using the book-
and-claim mechanism** to maintain the company’s sustainability
commitments. In Geneva, they were refueled with Sustainable
Aviation Fuel (SAF) for the return journey. Embraer continues to
increase SAF usage, including at its headquarters in Melbourne,
Florida, where 30,000 gallons were used in 2023. Additionally,
the company invests in the development of alternative propulsion
technologies that include low and zero-emission solutions such as
electrification, hybrid-electric, and hydrogen. In October, Embraer
attended the NBAA convention in Las Vegas and presented four
presentations—Praetor 500 and 600 and Phenom 100EV and
300E—using sustainable aviation fuel (SAF) and the Book-and-
Claim program.
*Allows the airplane to adjust its speed automatically.
**Allows companies to purchase SAF credits without needing to use them.
52
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
Embraer’s executive aviation division was
certified in the NBAA (National Business Avia-
tion Association) Sustainable Flight Department
Accreditation Program, which recognizes com-
panies that annually reduce the environmen-
tal impact of their flight department, meeting
exceptional environmental sustainability stan-
dards. The goal is to further promote a culture of
sustainability within the industry’s community.
CONCLUSION OF FLIGHT TESTS USING 100% SAF
In 2023, in partnership with Honeywell Aerospace, Parker, Pratt & Whitney Cana-
da, Safran, and WorldFuel, flight tests were successfully conducted on the Phe-
nom 300E and Praetor 600 executive aircraft using 100% pure sustainable avia-
tion fuel (SAF). The tests, with one engine operating on 100% SAF, were carried out
at Embraer’s facilities in Melbourne and provided significant insights into system
performance when using an entirely renewable fuel source.
Embraer and 4AIR announced that new cus-
tomers of Embraer executive jets enrolling in
the Embraer Executive Care program will recei-
ve 25 hours of carbon-neutral flight courtesy of
4AIR, offsetting their carbon emissions during
the initial operation.
After completing the 25-hour flight, Embraer
customers can maintain their commitment to
fight climate change by participating in 4AIR
programs.
53
53
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
D E F E N S E &
SECURITY
Embraer Defense & Security is a
leader in the Aerospace and Defense
Industry in Latin America and has
been gaining increasing international
prominence. Offering solutions in
60+ countries, it continues to expand
its presence in the global market.
DEFENSE & SECURITY
AIRCRAFT
In 2023, the Brazilian Air Force (FAB) received
its sixth C-390 Millennium aircraft. The Brazi-
lian fleet has accumulated over ten thousand
flight hours, with an exceptional level of ma-
turity (operational reliability above 99.5%). The
Portuguese Air Force (FAP) received its first
aircraft - the first C-390 in NATO configuration.
This aircraft has demonstrated the same levels
C-390 MILLENNIUM
OPERATIONAL
RELIABILITY ABOVE
99.5%
of reliability and availability observed in the Bra-
zil-based fleet, with very high productivity.
aircraft. South Korea is the first customer of the
C-390 Millennium in Asia.
Another milestone for the C-390 Program was
the receipt of Full Operational Capability (FOC)
certification by the Institute of Industrial Deve-
lopment and Coordination (IFI). This certifies
that the aircraft meets all design requirements
and is capable of performing all missions for
which it was designed. This is a significant mi-
lestone as it allows the aircraft to operate at its
full capacity.
In another demonstration of its value, the C-390
Millennium won the public bidding process for
the Large Transport Aircraft (LTA) II program.
This program will provide the Republic of Korea
Air Force (ROKAF) with new military transport
In 2023, Austria and the Czech Republic also
selected the C-390 Millennium as their new
multi-mission platform and began negotiating
contracts. The C-390 Millennium became the
tactical transport solution of choice for 7 coun-
tries: Brazil, Portugal, Hungary, the Netherlands,
Austria, the Czech Republic, and South Korea.
Regarding the A-29 Super Tucano Program, Em-
braer announced the launch of the A-29N, a ver-
sion dedicated to meeting the operational requi-
rements of the NATO environment. Additionally,
Embraer and FAB signed a Memorandum of
Understanding (MoU) to study a technological
upgrade package known as the Mid-Life Upgra-
de (MLU) for the Brazilian Air Force fleet.
As part of the F-39 Program, Embraer and Saab
inaugurated the production line of the Gripen E
fighter in Brazil at the Embraer facility in Gavião
Peixoto, São Paulo. The companies also signed
an MoU for collaboration in sales campaigns
for the C-390 Millennium and Gripen. These
are important steps in the technology transfer
program and in the companies’ commitment to
cooperate on new business opportunities.
Regarding the Modernization Programs, the fifth
and latest Early Warning and Control Aircraft (E-
99 AEW&C) was delivered to the FAB, conclu-
ding the program’s progress to demobilization.
54
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
RADARS & GROUND SYSTEMS
PARTNERSHIPS
Throughout 2023, the Radar & Ground Systems
business made progress in its projects in part-
nership with the Brazilian Army (EB).
The M200 Vigilante radar, which operates as a
medium-range sensor for Air Surveillance and
Early Warning applications, concluded the de-
velopment phase and moved on to the technical
and operational validation phase. At this stage,
the initial tests were completed, including the
equipment’s deployment to the Amazon on the
Brazilian Air Force’s C-390 Millennium aircraft.
Embraer successfully conducted the Factory
Acceptance Test (FAT) for the M60 radar and
delivered 4 radar units to the EB in Q4 of 2023.
In 2023, a new project was initiated with the
EB to develop a Counter-Battery Radar System,
which will enhance the Army’s technical capa-
bility and expand its strategic functionalities.
In 2023, Embraer Defense & Security
further expanded its partnerships, aiming
to strengthen its presence in strategically
important regions for its business.
to jointly explore opportunities aligned with
the Dutch Defense Industry Strategy, with a
primary focus on the C-390 Millennium and
A-29N Super Tucano.
SAAB, Sweden - Memorandum of
Understanding with the aim of developing
joint business, prioritizing the C-390
Millennium in Sweden and Gripen fighters in
Brazil and Latin America.
Portugal - A memorandum of Understanding
with four companies from the Technological
and Industrial Defense Base of Portugal to
develop and industrialize the NATO version of
the A-29 Super Tucano (A-29N).
NIDV, Netherlands - A memorandum of
Understanding with the Netherlands Defense
and Security Industries Association (NIDV)
India - Through direct engagement with the
local Defense Industry, Embraer Defense
& Security began selecting partners in
preparation for the MTA (Medium Transport
Aircraft) Program selection process. The
aim is to position Embraer and the C-390
Millennium as the preferred solution in this
program and contribute to the Make in India
and Atmanirbhar Bharat Abhiyaan (Self-
Reliant India) initiatives.
SAMI, Saudi Arabia - Memorandum of
Understanding with the leading national
defense and security company in Saudi
Arabia, aiming to expand collaboration on
defense projects, particularly around the
C-390 Millennium. The focus areas are the
establishment of a Regional MRO Center
and a final assembly line for the C-390
Millennium, subject to the establishment of a
C-390 aircraft acquisition contract.
Aero Vodochody, Czech Republic -
Memorandum of Understanding with Aero
Vodochody, aiming to deepen cooperation
around the C-390 Millennium.
55
55
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
Atech focuses on complex systems, solutions for critical
missions, and technologies to support decision-making. Its
products and services are prominent in key programs of the
Brazilian Armed Forces.
LABGENE Program (Nuclear-Electric Generation Laboratory) of
the Brazilian Navy: 2023 saw the complete delivery of the Ex-
ternal and Internal Nuclear Detection System (SDNE and SDNI
respectively).
Tamandaré Class Frigates Program: 2023 saw a significant mi-
lestone in the program’s development as integration and testing
environments began being assembled for the Combat Manage-
ment System (CMS). In addition, Pre-Interface Tests (IPT) were
conducted between the frigates’ weapon systems and the CMS.
In 2023, Atech signed major contracts with the Brazilian Air For-
ce: in the Defense business, for the update and modernization
of the air defense system (DACOM); in the Air Traffic Control
Systems business, for the update, modernization, and expan-
sion of the country’s airspace management systems. It also sig-
ned a contract with AAI - India for maintenance and support of
the SKYFLOW system in New Delhi.
Atech is a strategic partner of Eve Air Mobility and applies its
expertise in the development, implementation, and support of
air traffic flow control and management systems to pave the
way for the future of urban air mobility. Within the partnership,
a contract was signed for the development of Phase 2 of the
Urban Air Traffic Management (UATM) system, which will follow
Phase 1’s delivery in 2022.
Visiona is a joint venture between Embraer Defense & Se-
curity and Telebras, aiming to become the leading company
for space systems integration solutions in Brazil.
During 2023, Visiona achieved significant milestones and sig-
ned contracts to advance its consolidation in the space sys-
tems integration market:
Signed a contract with FINEP (Financier of Studies and Pro-
jects) for a Technological Innovation Grant to develop a new
very high-resolution observation satellite (VHR) worth BRL 220
million;
Successfully launched VCUB1, the first Earth Observation and
Data Collection satellite designed by the Brazilian national in-
dustry, which reached space aboard SpaceX’s Transporter-7
mission. This project demonstrates Visiona’s capacity to con-
ceive high-performance space systems;
In the Remote Sensing business area, Visiona partnered with
Telebras for the distribution of services to government entities.
The Tamandaré Class Frigates Program, conducted by
the Brazilian Navy and contracted by Emgepron - Naval
Projects Management Company, along with SPE Águas Azuis
(Special Purpose Company composed of Embraer, Atech, and
Thyssenkrupp Marine Systems), is progressing according to
its development plan. The first frigate (FoC - First of Class)
celebrated its keel laying in March 2023 and, by the end of the
year, surpassed the 50% completion mark.
Two of the four contracted frigates are currently being
manufactured. The launch of the first frigate, the keel laying of
the second, and the start of the construction of the third are all
scheduled for 2024.
56
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
Since 2004, all new Ipanema aircraft have been deployed
operating exclusively with ethanol, in addition to hundreds
of gasoline engines converted to ethanol, using the solution
developed by Embraer and installed in some of the 1,200+
aircraft in operation. Embraer estimates that over 200 million
liters of fossil fuel have been saved over the past two deca-
des.
The Ipanema aircraft was one of the highlights of
Agrishow - International Agricultural Technology Fair - in
Ribeirão Preto. As one of the largest agricultural fairs in the
world, Agrishow is recognized as the center stage for major
trends and innovations in agribusiness.
LECTURES AND ADVISORY
Embraer conducts Flight Safety Promotion lectures in all classes
that train agricultural aviation pilots in Brazil for approximately 150
students in this sector in 2023. The company also offers the Ipa-
nema Maintenance Course, helping to qualify pilots and mecha-
nics to achieve the best possible performance from the aircraft
safely.
AGRICULTURAL
A V I A T I O N
Embraer’s agricultural aviation division delivered 65 Ipanema 203
aircraft in 2023, maintaining strong commercial activity in this
business segment. The transaction volume was 18% higher com-
pared to the same period last year. The company is a leader in
Agricultural Aviation, certified by ISO 9001, ISO 14001, and OH-
SAS 18001.
Considered a technological symbol of Brazilian agriculture, Ipane-
ma is the only one in the market certified by ANAC and produced
in series to fly using biofuel (ethanol). It has been in operation
for five decades, continuously evolving and meeting the strictest
safety and efficiency requirements. Manufactured at Embraer’s
facility in Botucatu, São Paulo, it reached the milestone of 1,600
units produced, maintaining national leadership with a 55% share.
This is the fourth consecutive year of record sales of aircraft and
parts, with a 300% growth compared to 2020 and four times hi-
gher compared to the production average of the first five years
since the launch of Ipanema 203 in 2015.
57
57
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
S E R V I C E S &
SUPPORT
Embraer Services & Support is a business
unit focused on providing a comprehensive
portfolio of solutions for operators of Embra-
er aircraft and products in the Commercial
Aviation, Executive Aviation, and Defense &
Security sectors. The portfolio includes so-
lutions in materials, pay-by-hour programs,
maintenance, aircraft modifications, training,
integrated support, digital services, and engi-
neering services, among others. The business
unit also includes OGMA, a subsidiary based
in Portugal, which offers agnostic maintenan-
ce, repair, and overhaul services for civil and
military aircraft and engines, and Embraer
CAE Training Services (ECTS), which provides
training services.
GLOBAL PRESENCE
Through a network of over 75 owned and
authorized service centers worldwide and
dedicated customer support centers for each
market, the Services & Support team comprises
4,000+ employees supporting 4,580+ Embraer
Commercial, Executive, and Defense aircraft, as
well as other original equipment manufacturer
aircraft, engines, and radars. This team of
specialists provides support to each customer,
both in the air and on the ground, with a
commitment to keeping their operations at their
best levels of performance.
CUSTOMER SATISFACTION
Customer experience is essential for Embraer’s
business success and strategy. Our philosophy
is to offer and deliver a comprehensive portfolio
of services and support solutions to all custo-
mers, ensuring the best product availability with
competitive operating costs.
Overall results and customer satisfaction in exe-
cutive jets kept Embraer at the top of the 2023
product support surveys, ranking first in Profes-
sional Pilot Magazine and third in Aviation Inter-
national News.
Through constant monitoring and open commu-
nication channels, the company understood the
key needs of Commercial and Defense Aviation
operators. Using a variety of tools and forums,
including an annual satisfaction survey and In-
tegrated Action Plans, we identified their com-
petitive position and adjusted specific actions
for continuous improvement in support.
POOL PROGRAM
Embraer provides support to airlines worldwide.
With technical expertise and a component servi-
ces network, the Pool Program enables significant
savings in repair and maintenance costs while re-
ducing the required storage space and resources
for repair management and helping ensure the ex-
pected levels of performance.
Throughout the year, new contracts and renewals
were signed in the Pool Program with operators
such as Porter Airlines, SKS, Star Air, Marathon
Airlines (Greece), Sky High (Dominican Republic),
Royal Jordanian Airlines (Jordan), Fly Amelia, Na-
tional Jet Express (NJE), a Rex Group company,
Scoot (Singapore), LuxAir, among others.
58
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
E190 CONVERSION
ECTS
In early 2023, the first E190 started
being converted into a cargo aircraft.
Embraer invested in a dedicated MRO
facility in São José dos Campos, SP,
responsible for all passenger-to-cargo
aircraft conversions. By late 2023r, the
E190 Cargo was presented with its new
paint scheme, and ground tests had
commenced.
C-390 MILLENNIUM
SIMULATOR
Embraer inaugurated the first flight
simulator for the C-390 Millennium,
the largest military aircraft produced
in Brazil, in São José dos Campos, SP.
The flight simulator provides pilots
and crew with the opportunity to
practice various flight procedures,
including maneuvers and emergen-
cies, safely and simulates adverse
flight conditions.
Embraer-CAE Training Services (ECTS), a joint venture between
Embraer and CAE, is expanding its training capacity with the in-
corporation of two new Full-Flight Simulators (FFS) for the Phe-
nom 300. This initiative aims to meet the growing demand for
pilot training for this aircraft model, both in the United States
and Europe.
The first simulator is scheduled to start operating in Q1 2024
at CAE’s headquarters in London, Burgess Hill, and the second
simulator is expected to begin operations in Q3 2024 at CAE Las
Vegas. This expansion reinforces ECTS’s commitment to offering
high-quality training for aviation professionals and keeping up
with the market’s demand growth.
EXPANSION OF COMPANY-OWNED SERVICE
CENTERS NETWORK IN THE US
In late 2023, Embraer announced a significant expansion of its exe-
cutive aviation maintenance services. This expansion includes ope-
ning three new Maintenance, Repair, and Overhaul (MRO) facilities
in Dallas Love Field (Texas), Cleveland (Ohio), and Sanford (Florida).
The goal is to support the continuous growth of our executive jet
customer base in the US.
59
ANNUAL REPORT 2023
IN DE X
AB OUT EMBRAER
FINANCIAL PERFORMANCE
ESG
INNOVATION
BUSINES S UNITS
BUSINES S UNITS
SUSTAINA BILIT Y INDICATORS
DIGITAL SERVICES
One of Embraer Services & Support’s focuses is offering digital
services that support the industry’s digital transformation, hel-
ping to improve operational efficiency and sustainability.
One of these advancements was presented to the market during
the 2023 Paris Air Show: the new generation of the Aircraft He-
alth Analysis and Diagnosis (AHEAD) system. The system helps
airlines and customers implement digital predictive maintenance
on their E-Jets fleets, using data to identify and predict potential
maintenance needs. Monitoring helps identify patterns indicating
possible adjustments or system degradation, offering opportuni-
ties for preventive action and greater efficiency for the business
unit’s customers.
OGMA ANNIVERSARY
In 2023, OGMA celebrated its 105th anniversary, leaving an im-
portant legacy in the aviation industry. As an Authorized Mainte-
nance Center (AMC) for Pratt & Whitney GTF engines since 2020,
during this year, OGMA started heavy maintenance training for the
PW1900G engine for Embraer E190-E2 and E195-E2 aircraft. Ad-
ditionally, the Randstad Employer Brand Research 2023 ranked
OGMA as the fifth most attractive company to work for in Portugal,
ranking first in the aerospace industry.
60
60
ANNUAL REPORT 2023
INDEXES AND RATINGS
We recorded the following evolution in
the main ESG indexes and ratings:
RATING
2021
2022
2023
BB - 4.0
BBB - 4.5
BBB - 5.3
-
High - 36.6
High - 37.3
55
58
D
-
C
B
54
C
B-
Climate Change
Supplier Engagement
In 2023, we adopted the 25by2025
initiative promoted by IATA,
which aims to increase women’s
representation in leadership positions
and technical roles by 25% by 2025.
Our company is also listed on the NYSE.
Embraer is likewise listed on B3.
Embraer is part of the Novo
Mercado, the strictest sector of the
Brazilian stock exchange.
For the second year in a row, Embraer
stood out during the National
Innovation Award. Our company
won the Innovation Management
category and ranked top three in the
Sustainability category.
Embraer was ranked as the fourth most
innovative company in the country by
the Valor Inovação Brazil Award.
Notable Program Excellence: Embraer
Phenom 300E at the A&D Programs
Conference, produced by the Aviation
Week Network.
Our company was awarded the
ANEFAC Transparency Trophy, which
recognizes an organization that sets
the highest standards of integrity and
accountability in business.
The most notable result in these rankings
was the advancement of the MCSI index
score to - BBB 5.3
Embraer was also awarded the “Great
Place to Work” certification in several
countries, an important recognition of
our commitment to a happy and healthy
work environment.
Our company makes yearly
contributions to the Efficient
Carbon Index promoted by B3 -
Brazilian Stock Exchange.
Embraer joined the UN Global Compact
in 2008 and, in 2023, maintains its
ESG approach aligned with the UN’s
Sustainable Development Goals.
61
A P P E N D I X O F
INDICATORS
APPENDIX OF INDICATORS 2023
IND E X
Click to go to the desired topic
All pages of this file can be browsed: menus and pagination.
6 4
TECHNICAL REF ERENCES
AN D M ATERIALIT Y
6 9
ENVIRONMENTAL
INDICATORS
8 4
SOCIAL
INDICATORS
Technical References 6 5
Materiality 6 6
Energy 7 0
Safety, Health, and Well-being 8 5
Emissions 7 3
Talent Management 9 2
Water and Effluents 7 7
Waste 8 1
Diversity 1 1 1
Supplier Assessment 1 1 7
Local Communities 1 2 3
1 2 4
GOVERN AN CE
IN DI CATORS
Corporate Governance 1 2 5
Ethics & Compliance 1 3 0
Operational Safety
and Product Quality 1 3 6
1 4 5
CON TENT
SUMMARY
GRI 1 4 6
SASB 1 5 1
TCFD 1 5 3
T E C H N I C A L R E F E R E N C E S
AND MATERIALITY
T E C H N I C A L
REFERENCES
This Embraer Sustainability Annual Report follows the
following reporting references:
TECHNICAL REFERENCES
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
CO NTENT SUMMARY
Global Reporting Initiative (GRI):
The complete list of material indicators covered in this report is
available in the GRI Content Summary.
Sustainability Accounting Standards Board (SASB):
Embraer’s ESG performance information has been supplemen-
ted with specific indicators for the aerospace sector. The list of
indicators is available in the SASB Content Summary.
Sustainable Development Goals (SDGs) and Global
Compact Principles:
The data presented refers to the period from
January 1, 2023, to December 31, 2023
and covers 100% of Embraer S.A. employees. Exceptions re-
garding the data coverage are duly described in the indicators
where they occur. (GRI 2-2; 2-3)
Embraer produces its Sustainability Reports
annually
The document is publicly available on its corporate website
(esg.embraer.com), and the historical series can be accessed
on the Investor Relations page https://ri.embraer.com.br/ou-
tras-informacoes/relatorios-anuais/. (GRI 2-3)
Our initiatives are aligned with global agendas, which bring
together relevant challenges in society, government, and the
aerospace sector. The main SDGs being considered are inte-
grated into the GRI Content Summary. The list of the 10 Global
Compact Principles is presented on page 72.
Questions about this report can be sent to investor.relations@
embraer.com.br. (GRI 2-3)
This report has not been subjected to independent auditor as-
surance. (GRI 2-5)
Task Force on Climate-Related
Financial Disclosures (TCFD):
Information related to the recommendations of this framework
is available in the TCFD content summary.
65
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
MATERIALIT Y
ESG INDICATORS
CO NTENT SUMMARY
MATERIALITY
Embraer values relationships with all its value chain
stakeholders. Dialogue and engagement with various
stakeholders are ongoing processes for our company.
The materiality process for defining material issues and
its corporate sustainability agenda has been conducted
by Embraer in a frequent and structured manner since
2013. The last process was carried out in 2022, following
the guidelines of the GRI-3 standard from 2021. GRI 3-1)
CONTINUOUS IDENTIFICATION AND IMPACT ASSESSMENT
DEFINITION OF MATERIAL ISSUES FOR REPORTING
Lists of material
issue
Embraer’s Context
Survey of main
themes and real and
potential impacts
Assessment of the
importance of these
themes
Prioritization
Sectoral Standards
Benchmarking
Business strategy
Materiality survey with relevant
stakeholders and Embraer’s
executive committee
Figure 1: Embraer’s Materiality Process 2022 (GRI 3-1)
Engagement with relevant
stakeholders
66
APPENDIX OF INDICATORS 2023 1234
TECHNICAL REFERENCES
MATERIALIT Y
MATERIALIT Y
ESG INDICATORS
CO NTENT SUMMARY
The materiality survey involved 700+ responses from 5 stake-
holder groups: suppliers, customers, employees, investors and
shareholders, and civil society. The company’s top leadership
discussed and validated the material issues in a regular mee-
ting of the Advisory Committee of the Board of Directors res-
ponsible for People and ESG matters, the CPESG*.
When comparing the list of material issues from this fiscal year
with the previous materiality process in 2017, the most notab-
le change is the inclusion of Support for Sustainable Aviation
Fuels (SAF), which was prioritized by both stakeholders and
Embraer’s executive committee. (GRI 3-2)
MATERIALITY
M A T R I X
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
Learn more
Advisory Committee of the
Board of Directors
3
3,5
4
Executivos
4,5
5
Figure 2: Materiality Matrix 2022 (GRI 3-2)
Topics prioritized by internal and external audiences
Non-prioritized issues
Materiality 2022
1 Product safety and quality
2 GHG emissions in product use phase
3 Anti-corruption and bribery practices
4 Hazardous waste management
5 Support for Sustainable Aviation Fuels (SAF)
6 Talent attraction and retention
7 GHG emissions in manufacturing processes
67
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
MATERIALIT Y
ESG INDICATORS
CO NTENT SUMMARY
SUSTAINABLE DEVELOPMENT GOALS - SDGs
Embraer has been a signatory to the UN Global
Compact since 2008 and maintains its ESG strategy
aligned with the Sustainable Development Goals. The
main SDGs related to material issues are:
1 - No poverty;
4 - Quality education;
5 - Gender equality;
8 - Decent work and economic growth;
9 - Industry, innovation, and infrastructure;
13 - Climate action.
Embraer addresses other SDGs according to its
strategic plan and ESG agenda. The complete list is in
the GRI Content Summary.
68
APPENDIX OF INDICATORS 2023
E N V I R O N M E N T A L
INDICATORS
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
ENERGY
Energy consumption within the organization (MWh)
Source
Type
The units included for the development of indicators in this
topic for 2023 are Ozires Silva, Eugênio de Melo, Botucatu,
Gavião Peixoto, Sorocaba, EDE
(ELEB), Taubaté, Belo
Horizonte, São Paulo, Campinas, Atech, Le Bourget, Nashville,
Fort Lauderdale, Melbourne, Jacksonville, Macon, and OGMA,
representing approximately 98% of Embraer’s employees
across all units.
Data coverage increased with the inclusion, in 2023, of the
Atech, Campinas, and Le Bourget units. The sources of data for
purchased electricity consumption are supply invoices issued
by utilities. Information and processes related to energy data
consolidation are audited annually, internally and by a third
party, under the Greenhouse Gas Inventory (Scope 2).
LRQA do Brasil LTDA verified Embraer’s GHG inventory
according to ISO 14064:2006. The verification was completed
in March 2024 with a reasonable level of confidence.
Renewable
Fuels purchased and consumed
Purchased electricity**
Generated electricity***
Total renewable energy consumption
Fuels purchased and consumed
Non-renewable
Purchased electricity
2021
739
29.868
-
30.607
158.397
139.702
2022*
1.168
14.404
34
15.606
151.757
142.658
(GRI 302-1)
2023
911
14.087
236
15.234
154.994
155.085
Total non-renewable energy consumption
298.099
294.415
310.079
Total energy consumption within the organization (MWh)
328.706
310.021
325.313
Data Coverage
93%
94%
98%
* In 2022, the Évora unit ceased to be part of the scope;
** Purchased electricity: Biomass, solar, wind, small hydro derived from incentivized energy sources without origin certificate (free energy market)
*** Generated electricity: Until 2021, generated electricity was shown together with purchased electricity. From 2022 onwards, this data will be published separately.
Notes: (i) The OGMA units in Portugal and Sorocaba in Brazil use electricity from incentivized (renewable) sources. (ii) Self-generated electricity refers to generation for own use from
photovoltaic panels installed in Ozires Silva and Gavião Peixoto. (iii) Renewable fuels include biomethane, ethanol, and SAF (Sustainable Aviation Fuel).
70
APPENDIX OF INDICATORS 2023
Total energy consumption within the organization was 5% hi-
gher in 2023 compared to the previous year. Overall, this is due
to increased production activities and the inclusion of the Ate-
ch, Campinas, and Le Bourget units. Starting in 2022, there was
a reduction in purchased renewable electricity, considering the
termination of the contract for the supply of incentivized energy
to the Botucatu, EDE, and Taubaté units. However, it is worth
noting that, from the beginning of 2024, the company started
to buy and use 100% renewable energy in all Brazilian units.
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
Fuel consumption within the organization (MWh)
(GRI 302-1)
Source
Renewable
Fuel
Hydrous Ethanol
SAF - Sustainable Aviation Fuel
Biomethane
Total renewable fuel
Diesel - Brasil
Diesel BO
Gasoline - Brazil
Gasoline
Aviation Gasoline
Non-renewable
LPG - Liquefied Petroleum Gas
Natural Gas
Aviation Kerosene
Acetylene
Propane
2021
2022*
2023
143
596
-
739
731
695
30
313
4
1.395
50.956
104.263
2
8
166
682
320
1.168
505
767
27
357
4
1.491
47.521
101.022
2
61
213
698
0
911
659
683
29
259
8
1.491
47.783
104.056
1
24
Learn More
Atech, Campinas and Le Bourget
Total non-renewable fuel
158.397
151.757
154.993
Total fuel consumption was higher in 2023 than in 2022 (about 2%), with most consumption remaining stable compared to the
previous year.
* In 2022, the Évora unit ceased to be part of the scope
Notes: (i) Although conservatively categorized as non-renewable fuels, “Gasoline - Brazil” and “Diesel - Brazil” contain additions of renewable fuels (i.e., ethanol and biodiesel, res-
pectively).
71
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
CO NTENT SUMMARY
Fuel Consumption outside the Organization (MWh)
(GRI 302-2)
Energy Management
(RT-AE-130a.1)
Source
Fuel
Renewable
Hydrous Ethanol
Total
Diesel - Brazil
Gasoline - Brazil
Non-Renewable
LPG - Liquefied Petroleum Ga
Natural Gas
Aviation Kerosene
Total
Indicator
2021
2022*
2023
Total energy consumed (GJ)
1.183.214
1.115.955
1.170.276
% of the energy consumed by the
Electricity Grid
% of renewable energy
52
9
51
5
52
5
2021
1.825
1.825
20.142
741
17
0
2022*
3.095
3.095
23.022
1.227
22
0
9.068
28.875**
29.968
53.146
2023
4.820
4.820
24.986
1.978
25
0
50.420
77.409
Regarding scope 3, the increase in energy consumption from non-renewable fuels was mainly due to the increase in business air
travel in 2023. As in 2022, the consumption of aviation kerosene in 2023, shown in the table above, does not consider the product
usage category.
*In 2022, the Évora unit ceased to be part of the scope.
**Does not consider the estimate of aviation kerosene consumption relative to the product usage category.
Note: (i) This table considers energy consumption from sources categorized as Scope 3. (ii) Although conservatively categorized as non-renewable fuels, “Gasoline - Brazil” and “Diesel
- Brazil” contain additions of renewable fuels (i.e., ethanol and biodiesel, respectively).
72
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
EMISSIONS
GREENHOUSE GAS EMISSIONS
Since 2009, our company has conduc-
ted its Inventory in accordance with
ISO 14064—Part I. From 2020 onwards,
Embraer has been consolidating our in-
ventory globally across its main units,
increasing data coverage and making
emission-related information more re-
presentative.
The values reported for Scope 3 emis-
sions include only the Brazilian units,
except for emissions associated with
the use of the product sold (aircraft)
as well as emissions associated with
activities related to energy and fuel pro-
duction not included in scopes 1 and 2,
which encompass all 18 Units.
Three new units were included in 2023:
Campinas and Atech (São Paulo) in Bra-
zil and Le Bourget in France. The other
units covered in the inventory are Ozi-
res Silva, Eugênio de Melo, Taubaté,
EDE, Botucatu, Sorocaba, Gavião Pei-
xoto, São Paulo, Belo Horizonte in Bra-
zil; Melbourne, Macon, Nashville, Fort
Lauderdale, and Jacksonville in the Uni-
ted States and OGMA in Portugal. This
indicator covers 98% of the company’s
workforce.
The Greenhouse Gas Inventory was ve-
rified by LRQA do Brasil Ltda, according
to ISO 14064:2018. The verification was
carried out with a reasonable level of
confidence.
Direct emissions increased by about
4%. This condition, similar to other en-
vironmental indicators, reflects the sce-
nario of increased productive activities
in 2023 compared to 2022 and also the
expansion of data coverage.
Direct emissions (Scope 1) of greenhouse gases (tCO2e)
Gas
CO2
HFC
N2O
CH4
PFC-218
Total
Biogenic Emissions
2021
38.007
6.497
266
17
0
44.787
100
2022*
36.504
4.846
230
19
0
41.599
172
*In 2022, the Évora unit ceased to be part of the scope.
Notes: (i) The increase in biogenic emissions is explained by the increased use of renewable energy sources by Embraer.
(GRI 305-1)
2023
37.322
5.670
253
19
0
43.246
123
73
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
Indirect emissions (Scope 2) of greenhouse gases(tCO2e)
(GRI 305-2)
Other indirect emissions (Scope 3) of greenhouse gases(tCO2e)
(GRI 305-3)
Gas
CH4
CO2
N2O
Total
2021
2022*
2023
Gas
2021
2022
2023
16
20
18
CH4
1.122
1.341
2.071
30.327
17.840
17.385
CO2
11.238
15.617.363
18.170.055
24
25
22
N2O
161
202
281
30.367
17.885
17.425
Total
12.521
15.618.906
18.172.407
The CO2e emission factor from the Brazilian National Interconnected System decreased in 2023
compared to 2022. This scenario was responsible for the small reduction in Scope 2 emissions.
Biogenic Emissions
1.421
1.985
2.888
Note: Except for categories associated with the use of the product sold (aircraft) as well as emissions associated with activities related
to energy and fuel production not included in scopes 1 and 2, Scope 3 data are applicable only to Brazilian units and do not account
for units abroad.
*In 2022, the Évora unit ceased to be part of the scope.
74
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
Scope 3 emissions by category (tCO2e)
Category
Purchased goods and services
Employee commuting (home-work)
Waste generated in operations
Upstream transportation and distribution
Business travel
Use of sold product
Activities related to fuel and energy not included in Scopes
1 and 2
2021
3.597
1.071
5.481
1.347
2.444
-
-
2022
3.165
1.300
4.785
1.359
7.630
(GRI 305-3)
emission factor considers the entire lifecycle of
the fuel.
2023
3.377
1.520
7.415
1.462
13.199
Values were calculated considering the lifespan
of the aircraft, the number of aircraft delivered
in the reported year, and the average annual
fuel consumption for each aircraft model.
Intensity of direct emissions (Scope 1)
15.585.195
18.129.867
15.497
15.568
Total direct GHG emissions (tCO2e)
Annual revenue (USD million)
Total
13.940
15.618.906
18.172.408
Emissions per annual revenue (tCO2e/USD million)
Data coverage
2021
44.787
4.197
10,67
93%
Scope 3 coverage was significantly expanded in
2022: (i) Data coverage was maintained for the
categories Purchased Goods and Services, Em-
ployee Commuting (Home-Work), Operational
Waste Generated, Upstream Transportation and
Distribution, and Business Travel, considering
only the Brazilian units.
(ii) The category of emissions associated with
the use of fuels and energy, not included in
scopes 1 and 2, was included in all operational
units considered in the inventory. This inclusion
considered emission factors available in the lite-
rature regarding the production processes of the
energy consumed by the company.
(iii) We likewise included Scope 3 emissions
associated with the use of the product sold for
commercial and executive aircraft. For accou-
nting purposes, we considered the Technical
Guide for Calculating Scope 3 Emissions - cate-
gory 11 (GHG Protocol, 2022). We also calculated
emissions from the product use phase, resulting
from the consumption of aviation kerosene. The
Intensity of indirect emissions (Scope 2)
Total indirect GHG emissions (tCO2e)
Annual revenue (USD million)
Emissions per annual revenue (tCO2e/USD million)
Data coverage
2021
30.367
4.197
7,2
93%
The number 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 greenhouse
gas emissions inventory, was validated by a thir-
d-party following ISO 14.064 guidelines.
2022
41.599
4.500
9,24
93%
2022
17.885
4.500
3,9
93%
(GRI 305-4)
2023
43.246
5.200
8,31
98%
(GRI 305-4)
2023
17.425
5.200
3,35
98%
75
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
OTHER ATMOSPHERIC EMISSIONS
Data coverage for emissions of ozone-depleting
substances considers the same 18 units cove-
red in the Greenhouse Gas Inventory in 2023.
The values reported in 2023 for NOx, SOx, and
other significant atmospheric emissions refer
to the following production units: Botucatu,
EDE, Eugênio de Melo, Gavião Peixoto, Ozires
Silva, Taubaté, Melbourne, and OGMA.
VOC and particulate matter emissions were
higher in 2023, considering (i) the inclusion of
the OGMA unit, which was not considered in
2022; (ii) increased production activities, es-
pecially the increased operating hours of paint
booths.
NOx, SOx, and other significant atmospheric emissions (t)
(GRI 305-7)
Ozone-depleting substance emissions - ODS (t)
(GRI 305-6)
Gas
2021
2022*
2023
HCFC-22
0,08
0,06
0,09
Gas
NOx
SOx
Persistent Organic Pollutants (POP)
Volatile Organic Compounds (VOC)
Particulate Matter (PM)
Total
2021
2022*
2023
HCFC-141B
0,03
0,02
0,02
57
4
0
89
55
205
53
1
0
78
37
170
42
2,3
0
202
60
306
HCFC-124
0
0
0
Total
0,11
0,08
0,11
Note: (i) Emissions in tons of CFC-11 equivalent calculated using the Ozone Depletion Potential (ODP), as adopted by the Montreal Protocol. Values obtained from: https://www.epa.gov/ozone-layer-protection
76
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
W A T E R A N D
EFFLUENTS
EFFLUENTS
WATER
At Embraer, environmental guidelines related to wastewater
generation are:
• Compliance with applicable legal, environmental, health, sa-
fety, fire prevention, and emergency requirements related to the
company’s business;
• Pollution prevention and response, respect for biodiversity,
and concern for climate change;
• Promotion of technological development so that our products,
processes, and equipment cause minimal impact.
Data coverage for effluents is 87%, an increase of 1% compa-
red to the previous year, and includes the units of Botucatu,
EDE, Eugênio de Melo, Gavião Peixoto, Melbourne, Ozires Silva,
Taubaté, and OGMA.
In 2023, data coverage for water was 95%, an increase of 1% compared to 2022. The following Embraer units are considered for mat-
ters related to water collection, recycling, and reuse: Belo Horizonte, Botucatu, Campinas, EDE, Eugênio de Melo, Fort Lauderdale,
Gavião Peixoto, Jacksonville, Macon, Melbourne, Nashville, OGMA, Ozires Silva, São Paulo, Sorocaba, and Taubaté.
Embraer employs several water conservation initiatives, including:
• Reusing reverse osmosis reject in gas washers and reusing hygiene-purpose water to clean parts, both at F113, at the
Ozires Silva Unit;
• Reusing treated effluents by reverse osmosis in industrial processes at the Taubaté unit;
• Using effluents from other organizations at the Melbourne unit for non-potable purposes;
• Reusing treated effluents in cooling towers and gas washers at EDE;
• Using rainwater in restrooms, gas washers, and floor washing in Botucatu.
In units with implemented Environmental Management System, according to ISO 14001:2015, the environmental aspect of water
consumption is accounted for when establishing environmental objectives, goals, and programs.
77
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
Water withdrawal by source (m3)
(GRI 303-3)
2023 saw a 4% in water consumption compa-
red to 2022.
Water withdrawal
2021
2022*
2023
In Brazil, the most representative units in
terms of consumption are Ozires Silva in
São José dos Campos, Gavião Peixoto, and
Surface waters, including wetlands, rivers, lakes, and oceans
0
0
0
Botucatu, which represented about 58% of
Groundwater
517.569
397.825
458.512
the company’s water consumption in 2023.
The sites showed an increase in production
operations, including those requiring water.
Water consumption was 19% higher than in
Water withdrawal by source
Rainwater directly collected and stored by the organization
443
148
123
2022.
Local utility companies supply or supply from other water utility companies
275.182
244.258
The OGMA unit in Portugal, which accounted
234.921
for about 13% of Embraer’s water consump-
Effluent from other companies
81.156
88.925
66.550
Total water withdrawal by source
874.350
731.156
760.106
Data coverage
92%
94%
95%
tion in 2023, showed a 21% less consumption
due to a strategy of outsourcing water-con-
suming processes.
* In 2022, the Évora unit ceased to be part of the scope.
Note: Water consumption from the local utility company, groundwater, and rainwater was lower in 2022, mainly due to
the exclusion of Évora from the scope, as that unit ceased to be part of the Embraer group.
78
APPENDIX OF INDICATORS 2023
Water discharge (m3)
Water discharge by destination
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
Water discharge
2021
2022*
Surface water
Groundwater
Seawater
84.306
71.107
0
0
0
0
(GRI 303-4)
2023
72.489
0
0
Water from third-parties (total)
293.699
299.694
242.942
Water from third parties sent for use by other organizations
0
0
0
Total water discharge
Data coverage
378.005
370.800
315.431
86%
86%
87%
* In 2022, the Évora unit ceased to be part of the scope.
Note: Indicators (i) freshwater and (ii) other types of water will be monitored starting in the next reporting cycle.
79
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
Total water discharge, separated by type (m3)
(GRI 303-4)
Recycled and reused water (m3)
(CDP W1.2)
DOMESTIC
INDUSTRIAL
2021
258.251
119.754
2022*
271.755
99.045
2023
222.977
92.455
Water reused by the
organization
2021
2022*
2023
Total quantity of reused water
38.082
16.761
17.228
Regarding domestic effluents, the units in Belo Horizonte, Bo-
tucatu, Campinas, EDE, Fort Lauderdale, Jacksonville, Macon,
Melbourne, Nashville, São Paulo, and Sorocaba are covered by
the local utility company for domestic sewage treatment and
discharge into the network. The amount of domestic effluents
discharged is not accounted for in these units, and the treat-
ment service is billed according to the volume of water provided
by the same utility company.
Embraer accounts for domestic effluents in units where inter-
nal biological treatment is performed (Ozires Silva, Gavião Pei-
xoto, Eugênio de Melo, Taubaté, and OGMA).
In 2023, domestic effluents were 18% lower than in 2022. This
is primarily due to the OGMA unit, which in 2022 represented
about 46% of domestic effluent generation. Improvements were
made to internal drainage systems in 2023, thus optimizing the
redirection of rainwater.
Embraer accounts for industrial effluents in units where inter-
nal treatment in company-own effluent treatment plants is per-
formed (Ozires Silva, Gavião Peixoto, Botucatu, EDE, Eugênio
de Melo, Melbourne, Taubaté, and OGMA). The units of Macon,
Jacksonville, Campinas, Sorocaba, Nashville, Fort Lauderdale,
Belo Horizonte, and São Paulo do not generate industrial ef-
fluents.
The significant reduction starting in 2022 in the disposal of in-
dustrial effluents is due to the removal of the Évora Unit from
the scope. In 2023, the amount discharged was lower than the
previous year due to the outsourcing of effluent-generating pro-
cesses at the OGMA unit in Portugal.
Recirculation index
4,4%
2,29%
2,3%
The total volume of water reused by the organization increa-
sed by 3% in 2023 compared to the previous year. From 2021
onwards, water use within the organization was lower due to the
exclusion of the Évora Unit from the scope. In 2022, the Évora
unit ceased to be part of the scope.
* In 2022, the Évora unit ceased to be part of the scope.
Note: Embraer accounts for domestic effluents in units that perform internal biological treatment. These are: Eugênio de Melo, Gavião Peixoto, Ozires Silva, Taubaté, and OGMA. Embraer accounts for industrial effluents in units that perform internal treatment in effluent treat-
ment plants. These are: Botucatu, EDE, Eugênio de Melo, Gavião Peixoto, Taubaté, Melbourne, and OGMA. The units of Belo Horizonte, Campinas, São Paulo, Sorocaba, Fort Lauderdale, Jacksonville, Macon, and Nashville do not generate industrial effluents.
80
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
WASTE
Total weight of waste, separated by disposal method (t)
(GRI 306-3,4,5 e RT-AE-150a.1)
Type
Disposal
2021
2022
2023
The data coverage for the waste generation indicator is 94%
and includes the following facilities: Botucatu, Campinas,
EDE, Eugênio de Melo, Gavião Peixoto, Ozires Silva, Soroca-
ba, Taubaté, Fort Lauderdale, Jacksonville, Macon, Melbourne,
Nashville, and OGMA.
The management of solid waste meets local requirements, and
shipments are accompanied by transport manifests. Data is
reported periodically so that waste management agencies (ge-
nerator, transporter, temporary storage, receiver, etc.) and regu-
latory environmental agencies, when applicable, can audit or
reject inconsistent shipments, among other actions.
At sites with implemented Environmental Management Sys-
tems, objectives, goals, and programs are established to reduce
solid waste generation and/or reducing associated risks. Wi-
thin the Management System, audits are also planned to verify
compliance with legal requirements and operational conditions
of companies contracted to transport and/or treat waste.
* Methods exclusive to Portugal units.
Reformulation note (GRI 2-4): In 2021, it was mentioned that the coverage included Fort
Lauderdale. However, this unit was only considered starting in 2022.
Landfill
Recycling, recovery, and reuse
Composting
Incineration or direct burning (with energy recovery)
Incineration or direct burning (without energy recovery)
Hazardous waste
Blend formulation of waste (for coprocessing)
Biological treatment
Physicochemical treatment
Valuation*
Elimination*
Others
6
367
0
0
5
1.230
0
1.357
186
2.037
0
12
120
0
0
0
1.188
0
1.391
345
1.553
6
16
317
0
0
1
1.548
0
1.919
472
1.297
4
Total hazardous waste generated
5.188
4.615
5.574
81
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
Total weight of waste, separated by disposal method (t)
(GRI 306-3,4,5 e RT-AE-150a.1)
Percentage of recycled waste
(GRI 306-3,4,5 e RT-AE-150a.1)
Type
Total hazardous waste generated
2021
2022
2023
2021
2022
2023
Landfill
1.062
1.832
2.269
Total waste generated (t)
15.913
17.547
22.489
Recycling, recovery, and reuse
6.715
7.846
Composting
Incineration or direct burning (with energy recovery)
274
845
9.163
367
% of hazardous waste recycled
332
1.240
2.933
% of non-hazardous waste recycled
7,1
70
28
69
33
63
Incineration or direct burning (without energy recovery)
1
0
0
Non-hazardous
waste
Blend formulation of waste (for coprocessing)
Biological treatment
Physicochemical treatment
Valuation*
Elimination*
Others
510
230
0
1.087
2
-
730
254
0
691
8
1
1.087
425
0
582
7
83
Total non-hazardous waste generated
10.725
12.935
16.916
Methods exclusive to Portugal units.
Data coverage
93%
93%
94%
Waste generation data by disposal type is re-
ceived, consolidated, and critically analyzed
monthly by Embraer’s EHS area.
Embraer classifies hazardous and non-hazar-
dous waste in accordance with local regula-
tions and standards.
The following are considered as part of waste
recycling: waste that undergoes a process of
altering its physical, physicochemical, or bio-
logical properties in order to transform it into
inputs or new products; reuse of solid waste
without its biological, physical, or physicoche-
mical transformation; and reuse including the
transformation of waste into a blend for co-
processing purposes. Thus, the disposal cate-
gories included in this scope are (i) recycling,
recovery, and reuse, (ii) composting, and (iii)
formulation of waste blends for coprocessing.
82
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
NUMBER OF REPORTABLE SPILLS;
RECOVERED QUANTITY
(RT-AE-150a.2)
There were no reportable spills in 2023, accor-
ding to SASB indicator guidelines (RT-AE-150a.2).
Events that occurred and did not fit within this
indicator’s criteria were reported to regula-
tory environmental agencies. Such events were
promptly contained and managed in accordance
with the applicable local regulations.
Starting in 2022, the formulation of waste blends for
coprocessing (specific to Brazil) was included in the
scope of recycled waste, considering specific legal
foundations (CONAMA Resolutions No. 313/2002
and No. 499/2020) that categorize coprocessing
under reuse/recycling/recovery. Coprocessing is de-
fined as a final destination involving the processing
of solid waste as a substitute for raw materials and/or
fuel in the clinker production kiln system in cement
manufacturing.
The methods referred to as Valuation and Elimination
are determined by specific legislation and are exclu-
sive to OGMA in Portugal. The disposal type “others”
includes hazardous waste generated at the United
States units, classified according to local regulations
as “Universal Waste.”
The category of incineration or direct burning of non-
-hazardous waste mainly consists of wooden waste
generated in operations. These residues are proces-
sed and transformed into biomass for use as energy.
2023 had more waste generated overall. The main
causes were: (i) an increase in industrial production;
(ii) an increase in the number of employees working
in person, which increased the generation of waste
from restaurants, pantries, and offices; and (iii) ex-
pansion of works, especially in Melbourne and Ga-
vião Peixoto.
83
83
APPENDIX OF INDICATORS 2023
S O C I A L
INDICATORS
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
H E A L T H , S A F E T Y , A N D
WELL-BEING
(GRI 403-1)
(GRI 403-2)
Embraer strives for excellence in its occu-
pational health and safety performance. Our
company has a set of preventive practices to
protect employees from occupational risks
and accidents, providing a safe and healthy
environment with the best work conditions.
Educational and preventive actions are conti-
nuously offered and directed by the MASS po-
licy (Environment, Health, and Safety at Work),
with global reach.
The Integrated Management System covers
all employees and partner companies (service
providers) for Environment, Health, and Safe-
Learn more
MASS Policy
Compliance Policy
ty at Work – SIGMASS. The team consists of
assistants, nursing technicians, occupational
safety technicians, occupational safety engi-
neers, coordinators, and the Global Head of
Environment, Health, and Safety.
Furthermore, establishing in detail the pro-
cess of identifying and managing hazards, risk
assessment, and systematizing the disclosure
of obligations and prohibitions that must be
known and complied with regarding safety
and health at work are part of Occupational
Risk Management (GRO), which is integrated
into SIGMASS.
Occupational safety indicators are assessed
monthly and supervised by the company’s lea-
dership, both in visibility meetings with the bo-
ards and in meetings of the Board of Directors.
The management model adopted in the Em-
braer Business Excellence Program—P3E
uses the SQDC concept (Safety, Quality, De-
livery, and Cost), aiming to standardize and
optimize our company’s operational and cost
indicators. In addition to business excellence
criteria, Embraer maintained the internatio-
nal certifications ISO 14001 and ISO 45001 in
2023, ensuring the implementation of all tools
provided in this requirement. This means that
these certifications cover 82+% of Embraer’s
operations.
Employees and contractors can report dan-
gers and hazardous situations through the
SIGMASS channel. Communication in this
channel is anonymous and founded upon Em-
braer’s Compliance policy.
85
85
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
Work-related injuries
(GRI 403-9)
Work-related injuries - Employees
Unit
2021
2022
2023
Work-related injuries - Contractors
Unit
2021
2022
2023
Total number of fatalities
Fatality rate
Total number of work accidents with lost-workday (excluding fatalities)
The rate of accidents with lost-workday (excluding fatalities)
Total number of mandatory reporting work accidents
Mandatory reporting work accident rate
N.
i
N.
i
N.
i
0
0
13
0,41
13
0,41
0
0
23
0,71*
23
0,71*
0
0
25
0,69
25
0,69
Total number of fatalities
Fatality rate
Total number of work accidents with lost-workday (excluding fatalities)
The rate of accidents with lost-workday (excluding fatalities)
Total number of mandatory reporting work accidents
Mandatory reporting work accident rate
N.
i
N.
i
N.
i
-
0
5
0
0
8 *
0
0
6
0,34
0,64*
0,18
-
-
-
-
-
-
The rate of accidents with lost-workday
by countries - Employees
Unit
2021
2022
2023
The rate of accidents with lost-workday
by countries - Contractors
Unit
2021
2022
2023
Brazil
United States
Portugal
Other countries
Total
i
i
i
i
i
0,09
0,80
0
0
0,16*
3,61*
1,94*
0
0,13
Brazil
2,2
United States
3,81
Portugal
0
Other countries
0,41
5,71
6,14
Total
Note: Data were calculated according to Brazilian and OSHA regulatory standards and legislation in the countries where Embraer operates. Rates were calculated based on 1,000,000 hours worked.
* Reframing note (GRI 2-4): Numbers reported in 2022 with asterisks have changed due to the reclassification of accidents in some countries and changes in HHT (Man Hour Worked)
i
i
i
i
i
0,27
0,07
0
0
0,73
1,53
0
0
0,41
2,88
0
0
0,34
2,72
3,29
86
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
OCCUPATIONAL HEALTH AND
SAFETY PROGRAMS
(GRI 403-1, 403-2, 403-4, 403-7, 403-8, 403-9, 403-10)
Embraer’s Occupational Health Program aims to provide occu-
pational medical services at the company’s facilities and ensure
work environment conditions are monitored, promoting both oc-
cupational and clinical health and disease prevention.
All employees are required to undergo periodic occupational
exams, which are conducted on-site or at Embraer-accredited
clinics. Additionally, the occupational physician must visit va-
rious areas of the company without prior notice and together
with the occupational engineering team to inspect employees’
working conditions.
The company also has a process for hazard and risk assessment,
which aims to prevent and mitigate impacts on employees’ health
and safety. Embraer’s HSE team carries out this work.
The participation of employees and non-employed workers is
essential to build a safe environment for everyone. Employees
are responsible for consulting on and understanding the hazards
and control measures of the processes they work on, as well as
requesting updates via SIGMASS whenever necessary.
Embraer also has a formal health and safety committee made up
of employees, the CIPA - Internal Accident Prevention Commis-
sion, governed by Regulatory Standard NR5.
87
87
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
HEALTH AND WELL-BEING PROGRAM
Promoting Health and Well-being
(GRI 403-6)
Number of participating employees
Actions
2021
2022
2023
WELL-BEING WITH YOURSELF
WELL-BEING WITH PHYSICAL ACTIVITY
The Company provides a multidisciplinary team composed
of nutritionists and psychologists to assist employees in
achieving balance and quality of life. The purpose is to help
employees who are overweight or obese or have chronic
diseases such as hypertension, high cholesterol, dyslipidemia,
diabetes, and heart disease and wish to lead healthier lives.
The 30-minute gym is a method implemented by the Feeling
Good Program in partnership with the Embraer Sports
Association (ADCE) since 2011, which mainly aims for overall
physical conditioning, working on cardiovascular capacity
and muscular endurance simultaneously.
The circuit training, whose duration gives the program its
namesake: thirty minutes, consists of an average of sixteen
exercises called stations on weightlifting machines and gym
equipment (Swiss ball, dumbbells, trampoline, etc.); each
station has a set time limit of fifty s, and a voice command
determines the change of station.
Feeling Good without Smoking
Feeling Good without Drugs
Feeling Good with Family
Feeling Good with Yourself
Feeling Good with Physical Activity
Feeling Good Overall
3
26
40
211
348
160
18
23
125
556
1.011*
467
12
10
290
368
5.166
336
Vaccination Program*
24.682
27.000
23.241
Reintegration Program
Embraer in Motion
Prevention Livestreams
124
4.800
2.032
-
2.762
1.028
-
1.168
61
Notes: (i) The programs are offered to Brazilian employees, (ii) * This number inclu-
des employees and their dependents.
88
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
WELL-BEING WITHOUT SMOKING
WELL-BEING WITHOUT DRUGS
WELL-BEING WITH FAMILY
To support employees and their immediate dependents
who want to quit smoking, our company offers a treatment
that helps with quitting, combining medication (nicotine
replacement to minimize physical symptoms of withdrawal)
and psychological support (to strengthen the emotional
structure and encourage changes in habits and behaviors
associated with smoking). The treatment and medications
are paid in full by the company.
A group of qualified professionals, with the support of
specialized institutions working on prevention and recovery
from chemical dependency, is responsible for the treatment,
which can be:
Outpatient: with individual therapy with specialists and
weekly meetings in the Embraer-exclusive Support Group;
Inpatient: depending on the stage of the illness and if
hospitalization is required, specialized clinics are available
with a hospitalization period of thirty and forty-five days;
Treatment for direct dependents: generally, the family
of a chemically dependent individual requires support to
better deal with addiction. Treatment is also offered to family
members through support groups and one-on-one therapy.
The Program covers 100% of the expenses of initial
hospitalization and outpatient treatment.
Designed to assist employees who are expecting children,
our company has developed two special courses, namely:
the prenatal course, held semi-annually online for soon-
to-be mothers and fathers, and the paternity leave course,
exclusive for employees who are soon-to-be fathers.
Embraer grants maternity leave of one hundred and eighty
days and paternity leave of twenty days. Additionally, the
company also offers childcare assistance for employees
during the first eighteen months after returning from
maternity leave.
89
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
WELL-BEING
Designed to take care of both the mind and body,
this project offers free psychological counseling with
immediate support.
Digital Health: A mobile service where individuals assisted
by the Bradesco Health plan have access to medical care
through an app with registered professionals from across
Brazil.
Mindfulness and Self-care: Take time out of one’s
day to take care of oneself. Fifteen minutes are entirely
dedicated to self-care, with different types of activities.
On-site medical and occupational care: Those who work
100% on-site or in a hybrid model can take advantage
of this benefit. Occupational and Assistance Care is a
medical clinic with a health team on standby to support
employees in case of complaints, questions, or medical
referrals.
Kindness Livestreams: Kindness Livestreams are part
of the livestream track at EMpower, focusing on topics
related to nutrition, sleep quality, integrative medicine,
and much more.
Multidisciplinary Well-being Team: A team
ready to listen and provide support to employees.
Embraer provides a team that includes exclusive
well-being support, a health care team, and
assistance from medical and dental plan
operators to provide the necessary support in
day-to-day life.
24-hour standby: A phone line created to assist
employees and direct dependents remotely and
help them at any time in emergencies such as:
• Funeral assistance to employees and direct
dependents;
• Work, traffic, and other accidents;
• Authorization for emergency healthcare or
dental care;
• Emergency assistance to employees on a
mission.
90
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
VACCINE BENEFIT
DENTAL PLAN
HEALTH PLAN
Vaccines are effective and prevent and reduce the spread of
diseases. To promote the health of our employees and their
immediate dependents, Embraer offers the Vaccine Bene-
fit, through which we contribute to 80% of the cost of some
vaccines not offered by the government, as well as the annual
flu vaccination campaign, which helped around 23,000 people
in 2023.
Embraer offers four types of dental plans for all employees
and their legal dependents, with the basic plan (mandatory
coverage) being 100% paid for by our company. Currently, this
program covers 31,500 through dental plans.
Embraer offers Regional and National health plans, with
accommodation inwards and private rooms, for all employees
and their legal dependents. The company covers 70% to 100%
of monthly fees. In 2022, the plan covered 35,000 people.
PHARMACY BENEFIT
LIFE INSURANCE
ON-SITE LABORATORY
This benefit consists of predefined financial participation
by Embraer in the purchases of prescription medications by
employees and their direct dependents.
Our company offers Collective Life Insurance to our
employees and interns.
With the aim of improving employees’ daily lives and
encouraging them to keep up with their medical exams, the
company offers the services of Laboratório Clínico Sabin at
the São José dos Campos unit.
91
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
T A L E N T
MANAGEMENT
Average hours of training per employee by functional category
and gender
Men
Women
Men
Women
Men
Women
Total training hours
202.367
21.454
263.727
34.699
355.700
60.129
2021
2022
2023
Employee Training and Development
(GRI 404-1)
Operational
Total employees in the category
5.304
499
5.908
719
6.805
1.007
2021
2022
2023
Average hours of training per employee by functional
category and gender
Men
Women
Men
Women
Men
Women
Total training hours
6.045
2.958
7.191
4.468
8.957
6.409
Administrative
Total employees in the category
Hours per employee in the category
325
18,6
226
13,1
335
21,5
228
19,6
335
26,7
230
27,9
Hours per employee in the category
Total training hours
Pilot
Total employees in the category
Hours per employee in the category
38,2
316
78
4
43
48
1
48
44,6
48,3
52,3
59,7
572
84
6,8
0
0
0
1.320
99
63
2
13,3
31,6
Total training hours
60.814
53.281
51.223
43.581
44.657
31,279
Total training hours
60.349
12.273
87.790
20.560
166.207
40.954
Professional
Total employees in the category
1.391
1.056
1.588
1.169
1.691
1,244
Engineering
Total employees in the category
Hours per employee in the category
2.930
20,6
511
24
3.026
28,7
553
37,2
3196
617
52
66,4
Total training hours
10.398
5.877
12.599
11.102
16.160
11.415
Internship
Total employees in the category
Hours per employee in the category
387
26,9
253
310
23,2
40,6
236
47
357
45,3
250
45,7
Total training hours
29.577
4.565
24.522
5.332
22.154
5.397
Hours per employee in the category
43,7
50,5
32,3
37,3
26,4
25,1
Total training hours
68.899
7.090
87.886
8.996
116.452
13.475
Technical
Total employees in the category
1.949
222
1.932
194
2.094
240
Hours per employee in the category
35,4
31,9
45,5
46,4
55,6
56,1
Total training hours
438.765
107.546
535.510
128.738
731.608
169.121
Leadership
Total employees in the category
Hours per employee in the category
815
36,3
120
38
797
30,8
148
36
827
164
Total
Total employees in the category
13.179
2.888
14.016
3.247
15.404
3.754
26,8
32,9
Hours per employee in the category
33,3
37,2
38,2
39,6
47.5
45.1
92
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
Investment in employee training and development
(GRI 404-1)
Investment in training and development
2021
2022
2023
Average hours per FTE of training and development
Average expenditure per FTE on training and development (USD)
34
48
38
78
47
98
93
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
P E O P L E
CYCLE
Since 2020, Embraer has been working with
the concept of the People Cycle. It encom-
passes creating and monitoring individual
priorities, performance evaluation, in-depth
discussions with leadership regarding em-
ployee performance and development, quality
feedback between leaders and team members,
and individual performance tracking.
The Performance Evaluation process focuses
on a culture of high performance and
development, providing space for structured
and evolutionary feedback and recognizing
employees’ contributions and behaviors from
the previous year. The process consists of the
following stages:
Performance Matrix: evaluates employees’
results and behaviors, positioning them on the
performance matrix.
People Review a meeting among leaders for in-
-depth discussions on team assessments.
ment of the process, providing feedback to the
evaluated employee and informing their final
position on the performance matrix.
POTENTIAL ASSESSMENT AND
SUCCESSION PLAN
Before evaluations take place, leaders and
employees are trained in the process stages to
ensure everyone understands the matrix and
knows how they will be evaluated.
One of the major results of the Performance
Evaluation process is the creation of Individual
Development Plans for employees. Therefore,
Embraer heavily invests in education, training,
and development, always focusing on qualifi-
cation and preparation to take on the challen-
ges inherent to the company’s business and
strategy.
Throughout the year, there are several schedu-
led conversations divided into:
MID-YEAR TALK
Held in June between leaders and team mem-
bers, it tracks progress on Individual Results
and Behaviors for the year.
The Potential Assessment is a crucial stage of
the people cycle, acting as a beacon to illuminate
strategic decisions about employees. It’s a futu-
re-focused practice that identifies and develops
leaders with high potential to fill key roles aligned
with the organization’s strategy.
YEAR-END TALK
Held between December 2023 and January
2024 between leaders and team members, it
reviews Individual Results and Behaviors for
the year, planning actions for the following
year:
• Sharing feedback from peers, clients, and
partners throughout the year.
• Alignment for the upcoming evaluation.
• Discussing the past and planning for the
• Focus on career actions and development.
next year.
• Reviewing the individual priorities of the em-
Performance Conversation: the richest mo-
ployee.
94
94
APPENDIX OF INDICATORS 2023 GRI 404-2, 404-3
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
C O R P O R A T E
PROGRAMS
(GRI 404-2)
CULTURE FLIGHT
The Culture Flight was a solution developed to leverage the
evolution of cultural concepts alongside diversity themes for
all employees.
In 2023, over 16,000 employees worldwide were trained throu-
gh the Culture Flight.
It was a unique experience in gamified training models and we-
binars conducted by 150 facilitators (leaders, HR teams, and
other employees engaged with Embraer’s culture). It provided
an opportunity to reinforce cultural pillars and encourage re-
flections on the importance of diversity for the company and
its people.
Three hundred four classes were conducted, totaling over 760
hours of learning. Facilitators conducted 91 online classes and
213 in-person classes worldwide.
This led to greater openness and acceptance of these themes,
making people feel comfortable being themselves and expres-
sing their ideas and opinions. Thus, it facilitated a more fertile
ground for diversity, innovation, and, ultimately, better outco-
mes for the company.
SOFT SKILLS PROGRAMS
Embraer has a Soft Skills Program focused on developing and
enhancing the interpersonal and behavioral skills of employe-
es, aligned with the company’s culture and strategy.
By investing in soft skills, Embraer aims to improve team ef-
fectiveness, employee satisfaction, and overall quality of the
work environment, thus contributing to team engagement and
commitment.
This program involves specialized partner companies in Soft
Skills topics such as Crescimentum, Eight Diálogos Transfor-
madores, HSM, Intelligencia, LEAN, Movidaria, Rise, and SOAP.
The topics offered are diverse, including Emotional Intelligen-
ce, Creative Thinking, Decision-Making, the Future of Work,
Career Management, Financial Planning, Time Management,
Trust, Negotiation, Influence without Authority, Stakeholder
Management, Customer Experience, Presentation Techniques,
Agile Methodologies, Teamwork, Problem-Solving, Feedback,
and Communication.
In 2023, 140 classes were conducted, with 4,185 registrations
and a 90.3% participation rate. 23,371 hours of training were
conducted, with an estimated investment of over BRL 1.3
million.
95
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
KNOWLEDGE
PARTNERS PROGRAM
The program boasts over 1,200 Knowledge
Partners, responsible for 89% of the classes
held at Embraer.
Comprising professionals who believe in the
power of learning, they disseminate knowle-
dge and contribute to the innovation and sa-
fety of Embraer’s people and products. This
group plays diverse roles in knowledge ma-
nagement, serving as training instructors, te-
chnical leads developing and updating cou-
rses, and content curators in the academies.
To ensure the partners remain updated and
engaged, several initiatives were undertaken
in 2023:
1 - Engagement and Development:
The launch of the Global Academy of Knowledge Partners, offering Soft Skills and Hard
Skills content tailored to the partners’ roles. It aligns with Embraer’s Culture and Di-
versity Pillars.
2 - Recognition Event:
Over 800 people participated in a hybrid event featuring an exclusive lecture on Huma-
nized Communication and Diversity.
3 - Partnership with Leadership:
Conducting diagnostics with leadership to understand the program’s benefits and
opportunities, involving leaders in identifying potential partners, and supporting the
release of training.
4 - Content Management:
Introduction of the Content Laboratory, a virtual environment enabling interactions
between technical leads and instructors. It provides real-time visual management of
training material updates, along with program governance, enabling monitoring of ins-
tructor performance and content quality.
EDUCATION
INCENTIVE PROGRAM
Launched in 2022, the program aims to pro-
mote employee recognition and development
through subsidies for postgraduate, MBA,
master’s, doctorate, and post-doctorate cou-
rses, both in Brazil and abroad, according to
the business strategy. Applicable to all em-
ployees with indefinite contracts across all
Embraer units, in 2023, the program served 60
employees with a total investment of approxi-
mately BRL 225,000.
96
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
LANGUAGE PROGRAM
As a global company, Embraer offers a lan-
guage program to accelerate its employees’ le-
arning, invest in talent retention, and provide
opportunities for employees who are assets to
the company and contribute to inclusivity. This
ensures that our people are increasingly ca-
pable of contributing to international actions
and projects with confidence and autonomy.
In 2023, with classes and content maintained
online (synchronous and asynchronous), there
were 523 active students, 103 classes, and an
investment of approximately BRL 3.6 million.
INDIVIDUALIZED
DEVELOPMENT PROGRAM
WITH EXTERNAL
PARTNERSHIP
A solution to develop employees in new and
specific market themes through external
courses. Employees participate in “open”
classes at national and international external
institutions.
The training area analyzes requested topi-
cs, and when they become recurrent or add
value to EMpower’s approved course portfo-
lio, they are internalized.
In 2023, it covered approximately 800 em-
ployees across more than 350 institutions.
INTERNSHIP
DEVELOPMENT
PROGRAM
This program is designed to mentor and de-
velop interns throughout their journey at
Embraer. It encompasses all business units,
providing greater exposure and expanding
knowledge acquisition.
Training is offered on topics connected to the
company’s cultural pillars, soft skills, and Em-
braer’s business vision. The aim is to retain
and prepare future professionals not only te-
chnically but also behaviorally. In 2023, there
were 14 hours of training across 10 classes.
In 2023, there were 14 hours of training across
10 classes. Interns undertake projects aligned
with business needs, all of which undergo
evaluation by leadership and teams.
Seventy-nine projects were evaluated in 2023.
97
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
ACADEMIES
LEADERSHIP ACADEMY
GRI 404; 3-3
The academies are designed to accelerate and enable both
technical and behavioral skills in a customized manner for em-
ployees, aiming to achieve the area’s strategy and ensure busi-
ness competitiveness in the market.
They are crafted by the people development department in
conjunction with business experts and feature innovative solu-
tions aligned with trends. They offer the best educational expe-
riences while reinforcing the culture of learning.
Considering that Embraer has a very clear and consistent
strategic plan, leadership development is essential to create and
execute this strategy. The Leadership Academy is built on pillars
connected to Embraer’s strategy, focusing on Business, Culture,
Diversity, People Cycle, and Mental Health. In 2023, there were
over 26,000 hours of training for leaders, averaging 28 hours
per leader, with a reach rate of 99.7% of the workforce and an
investment exceeding BRL 1.2 million.
The Leadership Academy also incorporates initiatives derived
from the results of the GPTW engagement survey conducted
in 2022, always connected to Embraer’s strategy. Among these
initiatives, the Mental Health & Psychological Safety Training
stands out. It is offered to the entire leadership in partnership
with the Well-being department. This program reached 230
leaders with a 10-hour workload per class and aims to continue
its programming in 2024.
The development journey of the first leadership tier was also a
focus in 2023, revisited to bring more agility, information, and
support to new leaders.
Another important theme addressed in 2023 is innovation.
This theme serves as a basis for understanding the role of
leadership in creating an environment conducive to innovation
and exploring the IVR indicator.
Additionally, the schedule was consistently maintained with
development actions related to the People Cycle pillar, such
as the Leader’s Laboratory addressing Feedback, Webinars
on Career Conversations, and Training on Performance and
Succession processes.
The Leadership Academy caters to the specific demands of the
areas and their businesses, primarily supporting team-building
exercises and summits aimed at disseminating culture pillars
and behaviors.
The Successor and Potential Leader Development Plan is another
focus area of the Leadership Academy, supporting development
actions such as coaching and mentoring.
98
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
ENGINEERING ACADEMY
GRI 404; 3-3
In 2023, various learning solutions were im-
plemented to meet both current and future
engineering needs, focusing on strengthening
aeronautical culture, accelerating employees’
soft and hard skills, establishing a systemic
view of product development, maintaining
knowledge management, and engaging peo-
ple.
The academic structure prioritized two pillars,
soft skills and hard skills, which unfolded into
various development paths and specific en-
gineering programs, granting users autonomy
and seamlessness in accessing synchronous
and asynchronous content. All learning solu-
tions were created with different educational
methodologies, devised and delivered by 279
internal instructors, in addition to external
ones. The learning culture was reinforced with
the launch of the Engineering Academy page,
making the dissemination of learning journeys
even more accessible and fluid. Some engine-
ering development initiatives include:
1 - ENGINEERING TECHNICAL MENTORSHIP
PROGRAM
Proving the importance of knowledge exchan-
ge between generations for career maturity
and readiness, another Technical Mentorship
Program class concluded with 149 pupils and
99 mentors dedicating hours to studying 103
technical topics, directly impacting knowledge
management.
duct development: Engineering Strategy, Qua-
lity, VSS, as well as EVE-subsidized areas. This
encompasses over 45,000 hours of training
conducted at different Embraer sites. The pro-
gram’s training experience is evidenced by par-
ticipants’ feedback, with an NPS (Net Promoter
Score) of Excellence, an average instructor ra-
ting of 9.8, and a content quality and applica-
bility rating of 9.7.
2 - ENGINEERING KNOWLEDGE ACCELE-
RATION PROGRAM (ACE)
The ACE aims to train employees with up to
12 months at the company and new hires in 41
courses split into Culture, Aeronautics & Busi-
ness, Engineering Excellence Manual, Integra-
ted Product Development (IPD), Technical Con-
cepts, Engineering Procedures and Tools, and
Soft Skills pillars. Embraer’s expert multipliers
deliver 100% of the training over 14 days.
The program has already graduated 14 clas-
ses and 515 people, with 99% of them in 2023,
benefiting key areas impacting integrated pro-
3 - ELECTRONIC WARFARE SPECIALIZA-
TION PROGRAM
To meet the high demand for Electronic War-
fare knowledge, focusing on various requests
for knowledge expansion, especially in the
Defense and security area, an investment of
approximately BRL 250,000 was made in 2023
as an initiative to create the first class of the
Electronic Warfare Extension Program (PEGE),
aiming to train and develop qualified human
resources.
The program was conducted in partnership
with the ITA (Aeronautics Institute of Techno-
logy), offering an Electronic Warfare extension
title to course participants. The theoretical
classes were taught by both internal and exter-
nal instructors, all with master’s or doctorate
degrees, while all practical lessons were con-
ducted by ITA professors and at the Electronic
Warfare Laboratory (LabGE).
In this first class, from March to November
2023, 24 employees were trained. Throughout
the course, 16 situations were reported in whi-
ch students had already applied their newly
acquired knowledge to improve quality or ex-
pand the portfolio of services and products
offered by Embraer. In total, 24 employees were
trained, with an average workload of 230 hours
per participant and a total of 5,520 hours in the
course. The NPS (Net Promoter Score) for Ex-
cellence averaged 9.9 in instructor evaluations
and 9.8 in content quality and applicability.
99
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
4- SAFETY SPECIALIZATION PROGRAM -
PE-SAFETY
5- SOFT SKILLS FOCUSED ON ENGINEE-
RING
Safety and Quality are inherent to Embraer’s
essence. To that end, the company constantly
seeks to expand the safety culture base within
the organization, which is essential for preser-
ving the integrity and continuously improving
safety levels. In this regard, for over two deca-
des, Embraer has supported the Safety Specia-
lization Program: PE-Safety, whose objective is
to train professionals from various company
technologies to understand, apply, and promo-
te fundamental concepts of Operational Safety
within their daily activities.
The classes are taught by internal instructors,
with only one discipline conducted by an ex-
ternal consultancy. Its last edition, number 16,
graduated 30 professionals from January to
October 2023. Fifty courses were taught, with
a total workload of over 230 hours, allowing, in
this context, the availability of 235 open slots
for non-regular students who had the opportu-
nity to attend classes of their interest.
thinking,
In 2023, the Soft Skills pillar prioritized the
following themes: decision-making and cre-
feedback and non-violent
ative
communication, the future of work, career
management, and assertive communication.
With a structured learning strategy, including
synchronous courses conducted by external
and internal instructors, conversations about
applying Soft Skills in daily life, book learning
development, and asynchronous training on
the LinkedIn learning platform.
Over 20 synchronous courses were conducted,
with 790 registrations, totaling approximately
5,800 hours of training. This initiative highligh-
ted actions like the “soft skills lovers,” who vo-
lunteered to participate in this pillar of building
educational strategies.
6- PRODUCT DEVELOPMENT FOCUS
Throughout 2023, the Product Development
pillar delivered nine development tracks spe-
cific to technologies: Aeronautics, Structure,
Materials, EMIT, Product Integrity, Software
and Systems Integration, and a general product
development track, concentrating on recom-
mended or mandatory cross-cutting themes
for all engineering employees, such as Innova-
tion and Technology, Product Cost, Aeronauti-
cal Culture, Product Configuration, Business,
and Management, Technical Concepts, among
others. In total, there are more than 3,000 le-
arning solutions conceived in video lectures,
articles, online and face-to-face courses, and
podcasts.
The structuring of tracks and knowledge ma-
nagement movement enabled better integra-
tion of engineering technologies, as people can
access content from other technologies, evol-
ving the view of the impact on the final product.
100
100
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
MY TECH ACADEMY
The My Tech Academy aims to empower Em-
braer employees with cutting-edge techno-
logies to accelerate knowledge and agility in
new solutions. In 2023, the goal was to shape
transformation agents across various areas of
Embraer.
The numbers reflect the academy’s success:
59 topics were covered, with 81 sessions in-
volving over 17,000 participants in training
and events, directly impacting about 5,000
employees.
CULTURE AND
DIVERSITY ACADEMY
Focused on strengthening Embraer’s diversi-
ty, equity, and inclusion culture, live develop-
ment sessions were conducted to contribute
to sensitization, learning, and solidification of
themes related to underrepresented groups:
women, the LGBTQIA+ community, people
with disabilities, and Black and Brown indivi-
duals.
LIBRAS COURSE
Libras Workshop (Synchronous - real-time)
In November 2023, the pilot class of the Li-
bras (Brazilian Sign Language) Workshop was
conducted for the human resources team, ai-
ming to evaluate the content for inclusion in
the Diversity Academy’s portfolio from 2024
onwards.
The workshop aims to sensitize employees
to key information regarding deaf individu-
als and their social, cultural, and linguistic
organization, understanding and producing
signs, legislation, personal identification and
greetings, and the presentation of the manual
alphabet and numerals.
Introduction to Libras Course (Online and
Asynchronous)
In 2023, an asynchronous Introduction to Li-
bras course was developed. The material is
structured into five modules: Introduction to
Libras, Speaking Hands and Listening Eyes,
Alphabet in Numbers, and Embraer Business
Daily Routine. It was developed by a multi-
disciplinary team committed to providing an
increasingly diverse and inclusive work envi-
ronment.
Through this course, accessibility was possi-
ble, which strengthened the capacity for lo-
gical reasoning and expression for those who
use it. It directly and indirectly enhances the
communication skills of the employees, ena-
bling them to identify, interpret, and commu-
nicate through basic signs.
The material, entirely developed with internal
resources (from scripting to recording and
editing classes), arose from a business need
to meet the demands of other areas within the
company.
101
101
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
MANUFACTURING
ENGINEERING ACADEMY
OPERATIONS ACADEMY
Launched in August 2023, it is a set of programs covering the
qualification and training processes of Manufacturing Engi-
neering professionals. The aim is to develop teams for current
and future challenges, increase readiness, and define strategic
actions to eliminate potential gaps. In 2023, 41 training tracks
were created for six technologies.
Programs aimed at the company’s productive areas responsible
for manufacturing and assembling aircraft. The goal is to pro-
vide professionals with the qualifications and preparation to
work safely and with quality. In 2023, the Qualification Program
had about 235,000 participants in courses, totaling approxi-
mately 450,000 training hours.
One notable program within this academy is the Manufactu-
ring Engineering Training Program (PCEM), created to diag-
nose and develop current and future skills required by busi-
nesses to promote knowledge management and the necessary
readiness of people for the evolution of manufacturing engi-
neering by 2025. Approximately 140 classes were held in 2023
with over 5,000 participants, developing both soft and hard
skills. To form the skills needed for digital transformation, trai-
ning tracks were created in 2023 focused on Future Aviation
and Industry 4.0. Training will begin in the first quarter of 2024.
Within the Academy, the following programs stand out:
Qualification Acceleration Program: expanded in 2023 to
the Ozires Silva, Eugênio de Melo, Taubaté, and Embraer Equi-
pamentos units to optimize theoretical qualification for opera-
tional positions. As a result, over 1,500 new professionals were
qualified.
Production Monitor Development Program: A soft skills track
was created to develop behavioral, social, and emotional skills
in these professionals, who work directly on the front line with
operational teams, are technical references, and are one of the
main sources of productive knowledge.
102
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
SUPPLY CHAIN ACADEMY
LEAN ACADEMY
BUSINESS UNIT ACADEMY
Launched in 2021, it aimed to train concepts and best practices
in supply chain management and shape attitudes to promote
necessary process transformations and continuous evolution
toward excellence. In 2023, training focused on supply chain
management was strengthened, a topic of utmost importance
to the business. Soft skills such as advanced negotiation with
real cases from the area and elicitation techniques were also
addressed. As a result, there were approximately 150 classes,
with over 2,800 participants and about 240 hours of learning.
One of the pioneering and cross-academies for all areas of the
company. Its goal is to promote organizational learning and
disseminate the LEAN philosophy that is part of Embraer’s
strategic plan culture. In 2023, the LEAN leadership track was
created. The Academy conducted over 41 courses, approximately
395 classes, and over 900 hours of training, involving about
20,300 participants. Additionally, Embraer has Dojo rooms,
which are LEAN practical learning rooms, and in 2023, 184
classes were held with over 1,700 participants involving all
Embraer sites.
With the aim of enhancing employees’ knowledge, in 2023, the
Materials Academy (VSS) was committed to training its employe-
es, resulting in 50 hours of training, as well as live sessions and
conversation circles, with 90% team participation, involving tech-
nical and behavioral competence topics globally. The content was
designed based on alignment between HR and focal points that
curated content and identified topics for the areas. Additionally,
internal instructors sought to speak on technical topics with other
employees who wanted to understand the subjects more deeply.
Throughout 2023, over 10 Team Buildings (internal and external)
were held in the business unit areas to enhance integration, con-
nection, and trust between leaders and team members.
PROCUREMENT ACADEMY
TECHNICAL MENTORING PROGRAM
It aims to ensure the qualification of Procurement professionals
based on the competencies required for each role to meet the
needs of the business and Embraer’s strategy. The Academy
has 27 development themes mapped in its tracks, with appro-
ximately 1,300 participants and over 200 hours of training.
Biannually, the team’s skills are mapped (Skill Matrix) to iden-
tify people’s readiness in selected competencies for the area’s
challenges. In 2023, conversation circles were started to boost
and share theory in practice, and 31 training sessions based on
business fronts were developed. These trainings will begin to be
applied to work teams in 2024.
This program aims to contribute to knowledge management
through the sharing of tacit knowledge, impacting readiness,
technical expertise in the area, and people’s careers. In 2023,
the first cycle was held involving the Procurement, Supply
Chain, Manufacturing Engineering, and My Tech academies.
The program is available to all academies and can be applied
as needed by each business.
103
APPENDIX OF INDICATORS 2023
L E A R N I N G
PLATFORMS
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
EMPOWER LEARNING
LINKEDIN LEARNING
In 2023, EMpower Learning was developed, an internally built
platform designed to host various content organized into know-
ledge pathways, guiding individuals in skill development (Soft
Skills, Hard Skills, and Business) tailored to the needs of the
Academies.
The initiative stemmed from the need to migrate materials pre-
viously managed by a vendor, strategically transitioning them in-
ternally in 2023 to ensure better governance and use of financial
resources.
The outcome was enhanced sustainability for knowledge mana-
gement, with over 6,000 pieces of content now available. These
are structured into 84 knowledge pathways, featuring curated
market materials and Embraer’s intellectual property. Transpa-
rent management ensures the improvement and development of
competencies for those part of strategic groups. Enabling lear-
ning from anywhere, at any time, and in any way desired, this
platform emerged to streamline processes and drive results.
In 2023, LinkedIn Learning became part of the Learning Hub,
aiming to encourage and empower individuals to pursue self-
-development.
Employees can set their learning objectives aligned with their
roles and aspirations, enabling them to consume various con-
tent at their own pace. The tool features an artificial intelligen-
ce system that selects and recommends content for each indi-
vidual based on preferences and market trends.
Over 21,000 pieces of content (updated weekly) are available in
more than 13 languages, including accessibility features. Many
courses also offer certification.
Licenses are provided through the “LEARNING PASS” model,
where employees have the autonomy to request their license
according to their learning focus and career stage.
All leaders received licenses, promoting self-development and
providing an opportunity to familiarize themselves with the tool
and disseminate it among their teams.
The launch was global and involved various employees and le-
aders. Currently, there are over 4,200 active users on the pla-
tform, with 5,000 hours of learning across more than 3,500
courses.
104
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
FUTURE OF WORK
P R O J E C T
Embraer’s work models currently favor the at-
traction of talent, bringing profiles of profes-
sionals to the organization that were previou-
sly unreachable. It did not offer fully remote
options until 2020.
With broader and more flexible models, the-
re has been an increase in diversity and re-
presentation from various regions within the
company’s operating countries. Professionals
hired under the fully remote model testify that
they have fulfilled the dream of working at
Embraer, something they had never thought
possible.
In 2023, a new wave of studies was conduc-
ted to revisit existing models with the aim of
analyzing the current and future scenarios of
the company, as well as market trends, to en-
sure competitiveness and uphold established
principles on this subject within the organiza-
tion. Additionally, changes were made to the
subsidy offered during the pandemic through
the multi-benefit card to support employees
working in hybrid and fully remote models.
WORK MODELS
In 2023, Embraer maintained its three work models
initiated in 2022:
ON-SITE: Five days on-site (production
areas and production support)
HYBRID: On-site + Remote (up to two
days on-site )
100% REMOTE: Five days remote
Based on these three models, Facilities
services and subsidies are provided to
employees.
105
105
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
New Employee Hires
(GRI 401-1)
New Hires
Total hires
Percentage of hires out of total employees
Unit
N.
%
2021
1.909
12,7
3.371
19,5
3.581
18.7
Brazil
2022
2023
Number and percentage of hires by gender
Unit
Number and percentage of hires by gender
Unit
2022
2023
Women
Men
N.
%
N.
%
858
25,5
2.492
73,9
938
26
2.642
74
United States
Portugal
Other countries
Number and percentage of hires by age group
Unit
2022
2023
< 30 years old
30–50 years old
> 50 years
N.
%
N.
%
N.
%
1.598
47,4
1.567
46,5
206
6,1
1.770
49
1.657
46
154
4
Hires - STEM*
Unit
2022
2023
Women
Men
N.
%
N.
%
134
24
421
76
146
28
377
72
Revision (GRI 2-4): In the previous Annual Sustainability Report (2022), the following numbers were reported for STEM hires: women
199 (26%) and men 561 (74%). The correct numbers, after review by the HR team, are provided in the table above.
106
2022
2.831
84
497
14,8
2
0,06
41
2023
3.084
86
442
12
7
0
48
N.
%
N.
%
N.
%
N.
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
Employee Turnover
(GRI 401-1)
Turnover
Unit
2021
2022
2023
Number and percentage of turnover by age group
Unit
2022
2023
The total turnover of employees
Percentage of turnover out of total employees
Voluntary turnover of employees
Percentage of voluntary turnover out of total employees
N.
%
N.
%
-
1.347
1.295
< 30 years old
10,6
-
5,4
8,1
956
6,0
7,4
773
4,41
30-50 years old
> 50 years old
N.
%
N.
%
N.
%
243
18
902
67
202
15
287
22
803
62
205
16
Number and percentage of turnover by gender
Unit
2022
2023
Number and percentage of turnover by country
Unit
2022
2023
Women
Men
N.
%
N.
%
245
18,2
254
Brasil
19
United States
1.094
1.033
81,2
80
Portugal
Other countries
N.
%
N.
%
N.
%
N.
888
65,9
427
31,7
1
0,1
31
909
70
345
27
2
0
39
107
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
Return to Work and Retention after Maternity/Paternity Leave
Return to work and retention after maternity/paternity leave
Unit
2022
2023
Return to work rate of employees who took maternity/paternity
leave, by gender
Women
Men
Total
N.
N.
N.
3.011
13.706
16.717
3.285
Women
13.420
Men
16.705
Total
(GRI 401-3)
2022
2023
95,6
96,7
96,4
97,3
96,7
96,8
%
%
%
Total number of employees who took maternity/paternity leave
by gender
Unit
2022
2023
Total number of employees who returned to work after the end of
maternity/paternity leave and remained employed twelve months
after their return to work by gender
Unit
2022
2023
Women
Men
Total
N.
N.
N.
114
390
504
74
366
440
Women
Men
Total
Total number of employees who returned to work
after the end of maternity/paternity
Unit
2022
2023
Retention rates of employees who took maternity/paternity
leave by gender
Women
Men
Total
N.
N.
N.
109
377
489
72
354
Women
Men
426
Total
N.
N.
N.
%
%
%
174
702
876
64
329
393
2022
2023
91,1
95,1
94,2
90,1
92,7
92,3
108
APPENDIX OF INDICATORS 2023
Employees
Number of employees
Number of permanent employees
Number of temporary employees
Number of employees without guaranteed working hours
Number of full-time employees
Number of part-time employees
*Gender as specified by the employees themselves.
Number of employees
Number of permanent employees
Number of temporary employees
Number of employees without guaranteed working hours
Number of full-time employees
Number of part-time employees
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
Female
Male
Other*
Not disclosed
Total
(GRI 2-7)
3.754
3.396
358
0
3.450
304
15.404
14.895
509
0
14.973
431
21
21
0
0
21
0
0
0
0
0
0
0
Brazil
United States
Portugal
Other
countries
16.705
15.878
827
0
16.401
304
2121
2.118
3
0
2.121
0
22
16
6
0
22
0
331
300
31
0
331
0
19.179
18.312
867
0
18.444
735
Total
19.179
18.312
867
0
18.444
735
We consider all employees, including interns and
apprentices hired directly by the company, when de-
termining the number of employees. EMBRAER, ELEB,
and EVE from all countries were considered. Data from
affiliates ATECH, VISIONA, and OGMA were not con-
sidered.
For the number of temporary employees, only those
hired for a fixed term, interns, and apprentices were
considered. For the number of part-time employees, all
employees with less than 8 hours of work per day were
considered.
In 2023, the company had 2,184 workers who were not
employees but whose work was controlled by Embraer.
The most common types of workers in this category are
associated with cleaning and maintenance, restaurant
services, property security, information technology ser-
vices, logistics, and tool engineering. (GRI 2-8)
100% of employees are represented by an independent
union or covered by collective bargaining agreements.
(GRI 2-30)
109
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
BENEFITS
(GRI 401-2)
Embraer offers a comprehensive benefits package that covers
100% of its employees worldwide, with minor variations due to
market practices and the local reality of the country or region
where it operates.
In Brazil, where more than 85% of its workforce is located, the
benefits offered by the company include: Health Plan, Dental
Plan, Life Insurance, Private Pension, Restaurants at operational
units, Meal allowance, Food allowance, 180-day maternity leave
and 20-day paternity leave, flexible working hours, alternative
work models such as 100% remote and hybrid, daycare
assistance, pharmacy benefit, vaccine benefit, executive check-
ups, Gympass, Language Academy, Education Incentive Program,
Embraer Cooperative, APVE - Association of Embraer Pioneers
and Veterans, and ADC - Embraer Class Sports Association.
Additionally, the company also has a robust well-being program,
described on page 92 of this report.
110
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
DIVERSITY
Diversity in Governance Bodies
(GRI 405-1)
Composition of Governance body
Unit
2021
2022
2023
Women
Men
< 30 years
30-50 years
> 50 years
Total number of people
%
%
%
%
%
N
15
85
0
8
92
13
15
85
0
8
92
13
9
91
0
9
91
11
111
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
Workforce Composition by Gender and Functional Category
(GRI 405-1)
Employee Diversity
Gender
2021
2022
2023
Employee Diversity
Gender
2021
2022
2023
Administrative
Engineer
Internship
Leadership
Women (%)
Men (%)
Not disclosed (%)
41
59
-
40
59
0,2
Total number of people
549
563
Women (%)
Men (%)
Not disclosed (%)
15
85
-
15
85
0
41
59
0,2
566
16
84
0
Total number of people
3.441
3.615
3.812
Women (%)
Men (%)
Not disclosed (%)
41
59
-
43
57
0
Total number of people
640
546
Women (%)
Men (%)
Not disclosed (%)
13
87
-
16
84
0
Total number of people
935
945
41
59
0
607
16
84
0
991
Operational
Pilot
Professional
Technical
Total
Women (%)
Men (%)
Not disclosed (%)
9
90
-
11
89
0,4
12
88
0,2
Total number of people
5.803
6.627
7.630
Women (%)
Men (%)
Not disclosed (%)
Total number of people
Women (%)
Men (%)
Not disclosed (%)
1
99
-
79
43
57
-
0
100
0
84
42
58
0
2
98
0
101
42
58
0
Total number of people
2.447
2.757
2.935
Women (%)
Men (%)
Not disclosed (%)
10
90
-
Total number of people
2.171
Women (%)
Men (%)
Not disclosed (%)
18
82
-
9
91
0,05
2.126
19
81
-
10
90
0
2.335
20
80
0,1
Total number of people
16.067
17.263
19.179
112
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
Workforce Composition by Age Group
(GRI 405-1) Women in Leadership
(GRI 405-1)
Employee Diversity
Unit
2021
2022
2023
Women in leadership (%)
2021
2022
2023
< 30 years
30 - 50 years
> 50 years
%
%
%
15
74
11
19
69
12
20
67
13
Women’s participation in the total workforce
Women’s participation in all management positions, including junior, middle, and senior
management
Ethnicities and Other Minorities
(GRI 405-1)
Women’s participation in junior management positions, i.e., first-level management
Workforce Composition - Ethnicities and Other Minorities (%)
2021
2022
2023
Women’s participation in senior management positions, i.e., up to two levels away from
the CEO or comparable positions
Asian
Black or African American
White
Indigenous
Not disclosed
People with Disabilities
2
13
85
-
-
5
2
13
71
0,05
14
5
1,5
15
70
0
13
4
Note: For people with disabilities, only data from units in Brazil were considered.
Women’s participation in management positions in revenue-generating roles (e.g., sales)
Women’s participation in STEM-related positions (science, technology, engineering, and
mathematics)
18
13
15
13
8
17
19
16
17
15
0
17
20
16
18
13
0
18
Note: (i) The total women’s participation in management positions in revenue-generating roles is calculated from the previous
report (2022 fiscal year) only for women in management positions (junior to senior). (ii) Embraer counts positions that have the
word “sales” and intends to refine this parameter in the future to encompass other revenue-generating functions.
113
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
Gender Pay Gap
The proportion between the base salary received by women and that
received by men
Administrative
Engineer
Internship
Leadership
Operational
Pilot
Professional
Technical
Gender Pay Gap
Indicator
The average gender pay gap
Median gender pay gap
Average bonus difference
Median bonus difference
(GRI 405-2)
%
2022
2023
%
%
%
%
%
%
%
%
86
90
100
87
74
-
89
74
87
89
100
82
72
64
90
71
(GRI 405-2)
Unit
Difference between male and female
employees
%
%
%
%
10
0
12
5
Note: Data coverage (% FTEs): 95% (apprentices, interns, and EVE employees were not considered).
114
APPENDIX OF INDICATORS 2023
COMPENSATION POLICIES APPLIED TO
MEMBERS OF THE HIGHEST GOVERNANCE
BODY AND SENIOR EXECUTIVES
(GRI 2-19)
Embraer currently implements the Management Remuneration
Policy covering all directors and the Executive Remuneration
Policy covering all executives, with their latest revisions appro-
ved by the Board of Directors on October 26, 2018, and Novem-
ber 11, 2021, respectively.
Both policies aim to attract and retain highly qualified profes-
sionals who are aligned with the company’s principles, values,
and shareholder objectives. To achieve this, the company ba-
ses its policies on monitoring the external environment and
annually comparing compensation practices with benchmark
markets composed of competing companies in the segments
in which Embraer operates, Brazilian multinational companies,
publicly traded companies, or those with a similar remunera-
tion strategy to Embraer’s.
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
Statutory Board:
Short-Term Incentives (“ICP”):
Total remuneration values are planned annually based on
market research with companies of equivalent size, complexity,
and challenges to Embraer. Through these surveys, the com-
pany seeks not only to define the values practiced but also the
proportionality of their components (Fixed and Variable Com-
pensation, Short and Long Term). The company prioritizes re-
taining qualified executive directors by aligning their interests
with those of its shareholders. Additionally, the aim is to ensu-
re that executives who effectively contribute to the company’s
better performance and its securities participate in the outco-
me of their contribution.
Fixed remuneration:
It is defined annually based on market references. The Board of
Directors adjusts these values as necessary each year.
Benefits:
Group life insurance, health insurance, and private pension on
the same terms offered to Embraer employees.
Board members are entitled to variable remuneration 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 eligible to participate in long-term incen-
tive plans, which, through phantom shares* and the Stock Op-
tion Purchase Program, reward executives for achieving goals
that support the company’s medium- and long-term strategic
objectives.
Board of Directors:
Board members receive a fixed monthly fee, and they are of-
fered, optionally, group life insurance and health insurance,
provided they assume all associated costs. There is no variab-
le remuneration for this body. It is understood that exclusively
paying a fixed remuneration to Board members aims to align
with best market practices.
115
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
PERFORMANCE INDICATORS
(GRI 2-19)
Performance indicators taken into account for determining shor-
t-term variable remuneration include (i) annual assessment of
the “Action Plan,” an instrument agreed upon with each statu-
tory and non-statutory director annually containing Embraer’s
intended results for that year and the planned actions for each,
so that such results are achieved; and (ii) the overall performan-
ce result of the company.
Thus, the ICP and ILP remuneration vary according to the com-
pany’s economic and operational results. The ICP is impacted
by evaluations of individual Action Plans, while the ILP is related
to the appreciation of company shares and performance goals
established specifically in the Plan.
In the Short-Term Incentive, the amount to be distributed to
executives each fiscal year is linked to their respective indivi-
dual Action Plans, and the calculation will vary directly with the
achievement of the defined results 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 annually evaluated based on the
achievement of their specific Action Plan, and this result in-
fluences their short-term variable remuneration.
PROCESS FOR DETERMINE
COMPENSATION
(GRI 2-20)
Embraer’s remuneration practices and policies consider cur-
rent legislation and general market practices or by segment, as
well as the country and region where the company operates.
The definition, implementation, and/or alteration of benefits
undergo market analysis and economic/financial feasibility
studies, as well as their impact on Embraer employees’ remu-
neration packages.
The Board of Directors annually evaluates the company’s remu-
neration policy upon recommendation of the People and ESG
Committee, which has this topic as a recurrent agenda item in
its meetings.
ANNUAL TOTAL
COMPENSATION RATIO
(GRI 2-21)
The ratio between the total annual remuneration of the highes-
t-paid individual in the organization and the average annual to-
tal remuneration of all employees (excluding the highest-paid
individual) in 2023 was 54 times, excluding the Long-Term In-
centive (ILP).
116
116
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
SUPPLIER
A S S E S S M E N T
(GRI 3-3)
Supply Chain Management at Embraer is led by highly qualified
professionals, aiming to connect the company’s business needs
with global suppliers. This management seeks to generate value
within the highest standards of ethics, transparency, and com-
pliance.
Embraer has a large and complex supply chain, with over 5,000
suppliers in 62 countries. The company has a Global Purcha-
sing Policy that establishes guidelines for the procurement of
goods, services, and product industrialization. Additionally, the
company has a Supplier Code of Ethics and Conduct and other
internal policies that define requirements for issues such as pri-
vacy, treatment of confidential information, competition laws,
anti-corruption practices, money laundering prevention, diversi-
ty, social, and environmental requirements.
Embraer seeks to ensure that its procurement processes are ba-
sed on integrity and equality, aiming for the highest standards
of quality, value generation, and reduced risk for the company
and society. Business partners are also periodically subjected to
reputational verification processes and risk monitoring.
The company also complies with all applicable laws related to
the import and export of goods and services. It is important to
highlight that only the Procurement and delegated areas can
make contracts in accordance with the Global Purchasing Policy,
ensuring a fair, transparent, and equitable process for all parti-
cipating companies.
Embraer has a Global Supplier Management Procedure, which
covers product development to after-sales service, following
Compliance standards and Embraer Business Excellence crite-
ria, focusing on continuous improvement, ethics, environmental
sustainability, safety, and health. The Supplier Management area
is responsible for ensuring the good performance of suppliers
in meeting contractual conditions and cost management, mo-
nitoring metrics, and creating action plans for non-compliant
suppliers.
In 2023, Embraer launched the OneChain program, which brou-
ght a series of innovations and digital transformation of the
company’s current Supply Chain processes and systems. The
program will ensure more simplicity, agility, and standardization
for Embraer’s entire supply chain, aligned with our culture pillars
and simplification initiatives.
117
117
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
NEW SUPPLIER
SELECTION
(GRI308-1 e 414-1)
100% of new suppliers were selected based
on key criteria and committed to fully com-
plying with the clauses described in the “So-
cio-Environmental Specification” annex, whi-
ch is an integral part of the supply contract,
which also determines that new suppliers
must comply with and meet environmental,
occupational health and safety, and social
responsibility legal requirements applicable
to their business sector, including obtaining
licenses and certificates, if applicable in their
legislation.
The main phases of the selection process
PRE-
QUALIFICATION
(LONG LIST)
Compliance
Requirements: Due
Diligence Block List Red
Flag Trade Compliance
(screening and
restricted countries)
Supplier Code of
Conduct
Company Size
and Geographic
Location
Confidentiality
Agreement
Financial Health and
Business
Compliance with
Conflict Mineral
Requirements
ESG Environmental
and Social
Governance
EHS Health and
Safety Governance
Manufacturing
Management
Engineering
Management
After-Sales
Management
QUALIFICATION
Quality Management
Supply Chain
Management
Cybersecurity and
data protection
Foreing Trade
Pre-Qualification:
• Manufacturing Management
Potential suppliers are identified to partici-
pate in the BID (Long List). Criteria such as
company experience, aeronautical certifica-
tion, performance in other Embraer Programs,
Compliance aspects (Due Diligence (reputa-
tional and integrity), Red Flag, Blocklist, Trade
Compliance (screening and restricted coun-
tries)), and acceptance of the Supplier Code of
Conduct are considered. Additionally, at this
stage, the Confidentiality Agreement is signed
to ensure the confidentiality of information
between the parties.
Qualification:
At this stage, technical-commercial propo-
sals are evaluated as well as Cybersecurity.
Additionally, a risk assessment of potential
suppliers is conducted, considering aspects
such as:
• Financial Health of the business
• Compliance with Conflict Minerals require-
ments
• Engineering Management
• After-sales Management
• Quality Management
• Supply Chain Management
• Cybersecurity, data protection
• Foreign Trade
Selection:
For the selection of suppliers, Embraer consi-
ders the criteria mentioned in the pre-qualifi-
cation and qualification processes, as well as
other factors, following Compliance standards
and Embraer’s Business Excellence criteria,
with a focus on continuous improvement,
ethics, environmental sustainability, safety,
and health. At this stage, Embraer and the se-
lected suppliers sign a supply contract to es-
tablish the commitment between the parties.
SELECTION
Spend Analysis,
Business Relevance,
and Geographic
Location
Compliance
Requirements:
Due Diligence
Block List Red Flag
Trade Compliance
(screening and
restricted countries)
Business Excellence Supply Contract
• ESG Environmental and Social Governance
• EHS Health and Safety Governance
118
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
ASSESSMENT OF NEGATIVE ENVIRONMENTAL
IMPACTS IN THE SUPPLY CHAIN
(GRI308-2)
RESTRICTIONS ON MATERIALS DUE TO
ENVIRONMENTAL REGULATIONS
sments are made based on internal criteria,
which evidence whether there are negative
impacts to be avoided and/or corrected.
In 2023, Embraer hired the CDP (Carbon
Disclosure Project) to conduct the first mea-
surement of the carbon footprint of its most
strategic suppliers, thus contributing to a
better understanding of Embraer’s Scope 3
emissions. Based on this measurement, emis-
sion reduction projects will be collaboratively
developed to contribute more structurally to
reducing negative environmental impacts and
influencing the aerospace sector, its custo-
mers, suppliers, and users.
Regarding the use of materials containing
substances restricted by environmental re-
gulations, Embraer has a dedicated manage-
ment team, DIPAS - Integrated Development
of Environmentally Sustainable Products.
The team monitors the evolution of environ-
mental legislation, collects information on
restricted substances present
in articles
throughout the supply chain, identifies their
use in products and manufacturing processes;
it also directs identified applications to Pro-
duct Engineering for analysis and execution
of mitigation plans and manages the develo-
pment plan for alternatives, so that products
and processes do not pose occupational or
environmental risks throughout their lifecycle.
This ensures product sustainability for custo-
mers in different countries, as well as occupa-
tional and environmental integrity throughout
the aircraft’s operation, maintenance, and
end-of-life.
All supply, service, and product industrializa-
tion contracts have socio-environmental re-
quirements, which the parties involved must
comply with and implement. The mandatory
presentation documents and notifications
to Embraer are described in the contracts
between the parties, being accepted by su-
ppliers.
Through its supply chain, the supplier must
comply with applicable environmental legisla-
tion, such as the European REACH regulation,
CEPA, TSCA, and other relevant guidelines
that may affect Embraer’s products. It must
also ensure compliance with applicable envi-
ronmental legislation, including subcontrac-
tors. Through applicable regulations, asses-
* Registration, Evaluation, Authorization and Restriction of Chemicals
** Canadian Environmental Protection Act
*** Toxic Substances Control Act.
119
119
APPENDIX OF INDICATORS 2023
ASSESSMENT OF NEGATIVE
SOCIAL IMPACTS IN THE
SUPPLY CHAIN
(GRI 414-2)
The quality and safety of Embraer’s products
are essential to the business. The company is
committed to delivering products that meet or
exceed applicable industry government stan-
dards, promoting safety and quality to the end
customer. With this in mind, Embraer strives to
ensure that the supply chain is committed and
aligned with social and environmental issues.
Embraer requires that the supplier adhere to
the company’s social norms, not use or allow
others to use child or enslaved person labor,
nor adopt or allow others to adopt unacceptab-
le labor practices.
As part of the social impact management pro-
cess, the company has established the “Con-
flict Minerals” clause in contracts, where the
supplier reports the origin of minerals contai-
ned in the products provided by them and their
subcontractors to Embraer in accordance with
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
applicable American law (Dodd-Frank Act).
The company continuously works to elimina-
te social impacts from its activities; thus, one
initiative was to become an integral part of va-
rious global Conflict Minerals programs, such
as the Aerospace Industries Association (AIA),
International Aerospace Environmental Group
(IAEG), and the Responsible Business Allian-
ce—Responsible Minerals Initiative (RBA-RMI).
Annually, the company conducts due diligence
on its supply chain to identify if any of its pro-
ducts originate from conflict zones. Additional
information is available 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 suppliers contains clau-
ses requiring them to comply with legal
obligations and the principles of the Global
Compact, to which Embraer is a signatory, en-
suring that the right to freedom of association
and collective bargaining is respected.
Suppliers are continuously monitored during
the contract period, and a social assessment
is revalidated every two years. The Helpline is
another tool to ensure these rights, guaran-
teeing that anyone can report any potential
violation.
MANAGEMENT OF CRITICAL
MATERIALS IN THE SUPPLY CHAIN
(RT-AE-440a.1.)
Embraer has a vast and complex supply chain
worldwide. Critical suppliers are identified
through two important matrices, the com-
bined result of which allows the company to
define the best strategy to assess and monitor
potential risks.
Learn more
Supplier Requirements
Ethics & Compliance
120
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
External risk monitoring
1. Strategic Matrix:
Internal risk monitoring
Risk Assessment Tools: Risk assessment tools allow Embraer
Following the same concept as the Kraljic Matrix, suppliers
Embraer has a robust SO&P process that directs supply strate-
to cover risk analysis, evaluation, and control holistically across
are classified according to the complexity of the products and
gies to mitigate shortages and a Supplier Management Program
different criteria, such as:
services provided to Embraer and the total spend over the con-
(F4G) based on 4 pillars:
• Natural Risks
• Geopolitical and Economic
• Financial, Business
• Environment/Health/Safety
• Quality
• Engineering
• After-sales
• Manufacturing
• Supply Chain
tract’s life. This information is combined with the level of im-
pact on Embraer’s business. The result is the identification of
critical and strategic suppliers.
2. Risk Matrix:
This matrix provides a two-dimensional framework that better
estimates the supplier’s vulnerability versus its impact on Em-
braer’s business. The company can identify critical suppliers
that will require greater control.
3. Contracts:
Embraer ensures its suppliers comply with the risk analysis
process and environmental and health requirements through
contractual clauses based on the Company’s Code of Ethics
and Conduct. These clauses establish the supplier’s obligation
to comply with specific sector legislation, environmental stan-
dards, and human rights norms.
• Performance
• Cost & Efficiency
• Business Growth
• Partnership
121
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
c. Executive meetings: Quarterly meetings
between senior Embraer leadership and Su-
ppliers, where performance monitoring results
are presented and action plans are discussed.
This forum also allows for discussing process
improvement, competitiveness, and sustaina-
bility across the supply base.
LOCAL SUPPLIERS
(GRI 204-1)
18% of the purchasing budget of important
operational units in the 2023 cycle were allo-
cated to suppliers located in Brazil.
Important operational units are defined as
productive plants located in Brazil: São José
dos Campos, Botucatu, and Gavião Peixoto.
Stock Strategy: For identified critical mate-
rials, long-term planning is shared with su-
ppliers to mitigate shortages in the production
line.
Supplier management: Supplier manage-
ment is carried out based on three major
fronts:
a. Embraer’s purchasing team developed a
program that promotes the integration of all
stakeholders and sustainable monitoring of
supplier performance evolution.
b. Leadership Meetings: Weekly meetings with
Embraer directors and related areas for pre-
sentation of the scorecard, dashboard, and
supplier action plan.
122
122
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
L O C A L
COMMUNITIES (GRI 413-1)
The table below presents the key results of the work carried out by Instituto Embraer
and Embraer Foundation in 2023.
Instituto Embraer (Brazil) and Embraer Foundation (United
States)
Number of organizations supported by Instituto Embraer and Embraer
Foundation
Volunteers engaged worldwide
Volunteer hours dedicated [hours]
High School Program (Brazil only)
Number of graduates from both Embraer high schools since 2002
Number of Embraer high school students accepted into public or private
universities with 100% scholarship
University students benefited by the scholarship fund (cumulative)
University students benefited from the Revoar program
2021
2022
36
895
8.145
2020
4.440
84%
768
-
43
1.296
5.891
2021
4.760
75%
768
-
2023
37
1.421
12.468
2022
5.000
86%
N/A**
21
* Data were collected on March 30, 2024.
** The Scholarship Fund Program has been discontinued. In its place, the Revoar Program was created, which offers financial
support, mentoring, and learning pathways to students graduating from Embraer schools and the public school in Gavião Peixoto.
123
123
APPENDIX OF INDICATORS 2023
G O V E R N A N C E
INDICATORS
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
C O R P O R A T E
GOVERNANCE
(GRI 3-3)
As a publicly traded corporation, Embraer adheres to corpo-
rate governance processes and policies that comply with the
regulations of the markets where it trades its shares (NYSE in
the United States and B3 in Brazil). It prioritizes transparency,
integrity, and balance in strategic decision-making.
Integrated into the Novo Mercado, the most demanding seg-
ment of the Brazilian stock exchange, the company operates
a capital model without a controlling shareholder or control
group. Embraer’s policies support the expected standards of
behavior, chiefly reflected in its Code of Ethics and Conduct.
All policies and procedures require employees and business
partners to act in accordance with all applicable laws and re-
gulations, as well as the company’s internal guidelines.
Aiming to meet the highest levels of Corporate Governance,
Embraer has adopted policies recommended by the “Best Go-
vernance Practices Code,” such as the Extra-Audit Services
Hiring Policy, Risk Management Policy, Trading and Disclosure
Policy, Board of Directors Nomination and Training Policy, Rela-
ted Parties Policy, and Remuneration Policy. These policies are
published on Embraer’s Investor Relations website, ensuring
transparency about the company’s information.
Moreover, the company is associated with significant gover-
nance forums, including the Brazilian Institute of Corporate
Governance (IBGC), the Brazilian Association of Public Com-
panies (Abrasca), the National Institute of Investors (INI), and
the Brazilian Institute of Investor Relations (IBRI).
The Anti-Corruption Policy is also a key reference document for
the company, establishing guidelines to ensure, beyond com-
pliance with legislation, proper management of business rela-
tionships with both third parties and our collaborators, preven-
ting conflicts of interest, as well as principles for donations and
sponsorships, offering and receiving gifts and entertainment,
and conducting business with third parties.
125
125
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
GOVERNANCE STRUCTURE
AND COMPOSITION
(GRI 2-9)
The main bodies of Embraer’s Management
are the Board of Directors and its three Ad-
visory Committees (Strategy and Innovation
Committee, Audit, Risks and Ethics Com-
mittee, and the People and ESG Committee),
in addition to the Fiscal Council and the
Executive Board.
Board of Directors
Shareholders’ Meeting
Audit, Risk, and Ethics
Committee**
People and ESG
Committee**
Strategy and Innovation
Committee**
* Fiscal council - Independent body - Article 43 of the Articles of Incorporation
** Committees - Advisory bodies to the Board of Directors - Article 34 of the Articles of Incorporation
Fiscal Council*
Executive Board
126
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
Currently, the Board of Directors consists of 11
members, 8 of whom are independent, all wi-
thout executive functions at Embraer, serving
two-year terms with the possibility of re-elec-
tion. The Brazilian Government, holder of a
special class share (Golden Share), appoints
1 effective Director and 1 substitute, and the
employees nominate another 2 Directors and
their respective substitutes, one member and
their substitute by CIEMB – Embraer Employe-
es Investment Club, and the other, and their
substitute, by non-shareholder employees of
the company.
During this reporting period, the Board of Di-
rectors is composed of 10 men and 1 woman,
with 8 members being Brazilian residents in
Brazil, 1 Brazilian residing in the USA, and 2
Americans residing in the United States. The
substitutes are 2 men and 1 woman. The Di-
rectors and Committee members have relevant
professional experiences in different sectors,
notably in the aeronautical industry, innovation
and technology, ESG, and finance.
Members of the Board of Directors may hold
CEO or Board member positions in other com-
panies, provided there is no conflict of interest.
to the Board of Directors without decision-
-making power: Strategy and Innovation Com-
mittee, Audit, Risks, and Ethics Committee,
and People and ESG Committee. Though wi-
thout decision-making authority, these com-
mittees analyze issues within their purview and
recommend decisions to the Board.
The Advisory Committees are composed of at
least 3 and at most 5 members. The composi-
tion and internal regulations of each commit-
tee are available through this link on Embraer’s
Investor Relations website.
conducting the company’s business in accor-
dance with the Strategic Plan and Action Plan,
both approved by the Board of Directors.
CHAIRMAN OF THE HIGHEST
GOVERNANCE BODY
(GRI 2-11)
All Committees report the matters discussed
in their meetings at the subsequent ordinary
meeting of the Board of Directors.
The Chairman of Embraer’s Board of Directors
is an independent member who does not hold
a high executive position within the company.
Not just for the chairman, but as a rule at Em-
braer, no Board member may occupy the posi-
tion of Executive Director of the company, as
stipulated in article 27, § 5 of the Articles of
Incorporation.
Furthermore, the Board of Directors’ meeting
schedule includes periodic discussions on
ESG topics, such as visibility and discussion of
environmental issues and climate change, and
Governance and Compliance training on rele-
vant subjects for Board members.
The Audit Committee reports directly to the
General Meeting and is responsible for over-
seeing administrative management, reviewing
managerial activities, and financial statements.
The company has three advisory committees
The Executive Board, in turn, is responsible for
127
127
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
ROLE OF THE HIGHEST GOVERNANCE BODY IN OVERSEEING
IMPACT MANAGEMENT
DELEGATION OF RESPONSIBILITY FOR
IMPACT MANAGEMENT
(GRI 2-12)
(GRI 2-13; 2-16)
The company’s Articles of Incorporation and
the internal regulations of the Board of Direc-
tors provide for the main competencies of the
Board, which include (a) setting the overall
direction of the company’s business, (b) elec-
ting and removing the company’s directors; (c)
overseeing the management of the company’s
directors; (d) reviewing the quarterly results of
the company’s operations; (e) reviewing the
Management Report and the accounts of the
Board, resolving on their submission to the
General Meeting; (f) summoning indepen-
dent auditors to provide any necessary cla-
rifications about the company; (g) approving
the annual and multi-year budgets, strategic
plans, expansion projects, and investment
programs of Embraer, as well as monitoring
their execution, among others.
The supervision of the Board of Directors is
carried out through the meetings of the body,
which are held ordinarily eight times a year or
extraordinarily whenever necessary through
the reporting of Advisory Committees and on
topics deemed relevant by the Board of Direc-
tors, in addition to those already included in
the recurring agenda of meetings.
According to Article 7, I of the internal regu-
lations of the Board of Directors, it is the res-
ponsibility of the Board of Directors to identi-
fy, supervise, and monitor the risks to which
Embraer is exposed, whether financial, legal,
fiscal, operational, commercial, or others. As a
consequence, approving Embraer’s Enterpri-
se Risk Management Policy and reviewing it
as necessary, monitoring its implementation,
and ensuring the existence of a crisis mana-
gement plan that allows the company to over-
come them safely.
It is the responsibility of the Board of Direc-
tors: (a) the election; (b) monitor and evaluate
the performance of the CEO of Embraer, as
well as the other directors, according to Ar-
ticle 7, II of the Internal Regulations of the
Board of Directors. The Board of Directors,
composed of a minimum of 4 and a maximum
of 11 members appointed by the Board of Di-
rectors, is responsible for managing the com-
pany, following the guidelines established in
the Strategic Plan and the Action Plan appro-
ved by the Board of Directors.
The relevant topics of interest to Embraer are
brought to the attention of the members of
the Board of Directors at the meetings of the
body. The Board of Directors meets ordinarily
eight times a year or whenever deemed ne-
cessary to address extraordinary issues. The
most relevant crucial concerns are brought to
the Board of Directors ordinarily through the
analysis of the company’s risk map and with
the visibility of internal audit as a mechanism
for identifying crucial concerns, and extraor-
dinarily whenever necessary.
128
128
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
CONFLICTS OF INTEREST
(GRI 2-15)
According to Article 30 of the company’s Articles of Incorpo-
ration, no one with a conflicting interest with the company may
be elected unless exempted by the General Meeting. Additio-
nally, an annual survey is conducted through a report filled out
by Board members and external members of Advisory Commit-
tees to mitigate any existing conflicts of interest.
The Meeting Manual and Reference Form disclose Board
members’ participation in other companies’ boards or Advi-
sory Committees, cross-shareholding with suppliers and other
stakeholders, and the existence of related parties. Embraer has
no controlling shareholder.
ROLE OF THE HIGHEST
GOVERNANCE BODY IN
SUSTAINABILITY REPORTING
(GRI 2-14)
The People and ESG Committee assists the Board of Directors
in analyzing, recommending, and monitoring the company’s
socio-environmental strategy. It discusses major ongoing pro-
jects, Embraer’s ESG timetable, and its challenges and goals.
Committee members approve sustainability reporting, the ma-
teriality process, and the definition of material topics.
Additionally, the Committee also advises on corporate gover-
nance matters, director goals, and compensation, including
rules of organization and routine of the Board, as well as the
adoption of best practices. It analyzes, recommends, and mo-
nitors the company’s culture evolution strategy, administration
of long-term incentive programs, and transfer of company re-
sources to employee associations. These charitable, recreatio-
nal, and private pension entities are subjects of deliberation by
the Board of Directors. The company also analyzes the internal
controls process through controls with oversight by the res-
ponsible department reporting to the Audit, Risks, and Ethics
Committee, as well as the Board.
129
129
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
E T H I C S A N D
COMPLIANCE
MECHANISMS FOR SEEKING ADVICE AND
RAISING CONCERNS
OPERATIONS ASSESSED FOR CORRUPTION-
RELATED RISKS
(GRI 2-25 e 2-26)
(GRI 205-1)
The Compliance Department at Embraer operates with an
independent structure, reporting directly to the Audit, Risks,
and Ethics Committee, alongside a structured whistleblowing
channel available 24/7 in the languages of the countries whe-
re the company operates. This enables any individual, whether
employees or not, to raise doubts or concerns.
Furthermore, the area’s governance has been structured to cre-
ate the roles of Compliance ambassadors and agents in various
areas of Embraer so that employees from these areas, who are
periodically trained on Compliance topics, can also provide su-
pport.
In addition, the Code of Ethics and Conduct and other related
policies are freely and easily accessible through the company’s
intranet, establishing the main guidelines to be observed.
Any concerns regarding Embraer’s business conduct can be
brought to the Compliance area itself or through the widely pu-
blicized and available whistleblowing channel - Helpline - as
mentioned above. The channel prioritizes anonymity, confiden-
tiality, and non-retaliation against good-faith whistleblowers.
As part of its Compliance program, the company conducts risk
assessments in all business areas and functions every two ye-
ars through external consulting.
The results of these assessments, as well as the respective ac-
tion plans, are shared with CARE.
During periodic assessments conducted by the Compliance
Department, identified risks are appropriately addressed ac-
cording to their potential impact.
When applicable, these risks are shared with the relevant au-
thorities along with pertinent recommendations, aiming for dis-
cussion and implementation of mitigation measures, which are
continuously monitored.
The total number and percentage of operations assessed are
confidential and, therefore, will not be disclosed in this report.
130
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
COMMUNICATION AND TRAINING
ON ANTI-CORRUPTION POLICIES
AND PROCEDURES
(GRI 205-2)
All members of the Board of Directors and the Executive Bo-
ard - Advisory Committee of the Board of Directors received
training related to anti-corruption and related topics in 2023.
Communication of the Code of Ethics and Conduct occurs
through the company’s main official channels, in addition to
the company’s intranet and external website. The respective
training is mandatory for all employees, with a minimum accep-
tance rate of 95% by the company. Furthermore, leadership and
employees are trained and informed on anti-corruption topics
(namely Bribery & Corruption, Ethics & Compliance, Conflict of
Interest, and Corporate Governance) as defined in the annual
Compliance training and communication plan.
The Global Anti-Corruption Policy is available to employees
through the intranet and the company’s website.
As part of the company’s third-party Due Diligence process,
which is an integral part of the hiring flow, business partners
who may pose potentially relevant corruption risks receive a
copy and declare to have read and understood the Code of
Ethics and Conduct.
CONFIRMED CASES OF CORRUPTION
AND MEASURES TAKEN
(GRI 205-3)
There were no cases of corruption during the reporting period.
TOTAL AMOUNT OF MONETARY LOSSES
RESULTING FROM LEGAL PROCEEDINGS
ASSOCIATED WITH INCIDENTS OF
CORRUPTION, BRIBERY, AND/OR ILLEGAL
INTERNATIONAL TRADE
(RT-AE-510a.1)
In 2023, the company had no monetary losses related to legal
proceedings associated with incidents of corruption, bribery,
and/or illegal international trade.
131
131
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
DISCUSSION OF PROCESSES TO MANAGE BUSINESS
ETHICS RISKS THROUGHOUT THE VALUE CHAIN
The final assessment issued by the Complian-
ce Department will result in the effective hi-
ring and/or establishment of the business. It
may recommend mitigation measures for the
business areas and the inclusion of anti-cor-
ruption compliance clauses in the company’s
contracts.
Finally, the Compliance Department imple-
mented the FlyRight portal (Lextegrity), a tool
that integrated and complemented the com-
pany’s Compliance processes, such as thir-
d-party due diligence, Know Your Customer
(KYC), hospitalities, donations, sponsorships,
and conflicts of interest.
(RT-AE-510a.3)
The company has a robust third-party due
diligence procedure, including customers, su-
ppliers, business partners, and government
entities.
The level of scrutiny in the process is esta-
blished depending on the degree of risk the
third party represents (risk-based approach)
and considers various factors, such as expo-
sure to public agencies, the company’s powers
of representation, the countries in which it
operates, the payment structure, the type of
activity to be conducted, the existence of ad-
verse media, and existing lawsuits.
The process is conducted and independently
supervised by the Compliance Department,
with the support of Compliance Agents in
each business area, who may request addi-
tional information and documents about the
third party whenever necessary to conclude its
assessment. External consultants may be hi-
red for additional and/or more in-depth analy-
sis in more sensitive situations or geographies
with limited access to information.
CASES OF DISCRIMINATION AND
CORRECTIVE MEASURES TAKEN
(GRI 406-1)
Embraer received two discrimination cases
through the company’s official whistleblowing
channel (Helpline) in 2023, which were inves-
tigated as substantiated with consequent dis-
ciplinary measures.
COUNTRIES WITH HIGH
CORRUPTION RISK
(RT-AE-510a.2)
Revenue from countries classified as “E” and
“F” according to Transparency International’s
Government Defense Anti-Corruption Index in
2023 was approximately USD 524.142 million
and approximately USD 14.130 million, respec-
tively.
132
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
COMPLIANCE WITH LAWS AND REGULATIONS
(GRI 2-27)
During the reporting period, no fines or monetary sanctions
were imposed on Embraer for significant cases of non-com-
pliance with laws and regulations.
PARTICIPATION IN ASSOCIATIONS
(GRI 2-28)
Embraer is engaged in a wide range of associations and trade
organizations in the countries where the company operates and
its major markets.
Among the main organizations with which Embraer is associa-
ted, we can highlight the institutional role of the Brazilian Aeros-
pace Industries Association (AIAB), Brazilian General Aviation
Association (ABAG), American Chamber of Commerce in São
Paulo (AMCHAM-SP), Brazil - United States Business Council
(CEBEU), Brazil - China Business Council (CEBC), Portuguese
Chamber of Commerce in Brazil, Brazil Network of the Global
Compact, International Air Transport Association (IATA), Aeros-
pace Industries Association of America (AIA), General Aviation
Manufacturers Association (GAMA), Aviation Working Group
(AWG), and the US Chamber of Commerce, among others.
133
133
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
D A T A
SECURITY
NUMBER OF DATA BREACHES;
PERCENTAGE INVOLVING
CONFIDENTIAL INFORMATION
(RT-AE-230a.1)
Embraer employs cybersecurity solutions and procedures to
ensure the most suitable and applicable treatment, collection,
and availability of data and information used by its corporate
systems, business processes, and products.
These procedures and mechanisms are based on market best
practices (such as frameworks like NIST 800 Special Publica-
tion and ISO27001/2) and undergo regular reviews to ensure
their ability to detect, control, and respond to potential global
cyber threats. However, these results are not publicly disclosed.
Throughout the year 2023, Embraer did not experience any data
leaks with confidential information.
DESCRIPTION OF THE APPROACH TO IDENTIFYING AND ADDRESSING DATA
SECURITY RISKS IN COMPANY OPERATIONS AND PRODUCTS
(RT-AE-230a.2)
Embraer establishes guidelines regarding the methodology to
be used for vulnerability management in the Information Se-
curity area.
Its use allows for taking appropriate measures to eliminate res-
pective vulnerabilities before they can be exploited.
Vulnerability management is a continuous and transparent
process carried out by the Information Security team.
Using scanning solutions and digital auditing of systems and
applications, the process is responsible for providing, in the
Configuration Management Data Base (CMDB) configuration
items, the vulnerabilities identified in the various layers that
make up the corporate systems.
Scans are scheduled to be performed daily, with mechanisms
to avoid impacts on operations. To meet the company’s critical
monthly routines, scanning is performed less intrusively, avoi-
ding overloads on critical systems.
results, analyze critical cases, and address their treatment.
These results are confidential and not publicly disclosed.
The process of managing corrections and updates (Patch Ma-
nagement and Update Process), which is under the IT infras-
tructure area’s responsibility, aims to coordinate and execute
updates to corporate systems.
The process should be organized by listing vulnerabilities ba-
sed on configuration items, with the classification of necessary
updates ordered by criticality based on the CVE (Common Vul-
nerabilities and Exposures) severity metric.
For each severity level, the IT Infrastructure area must prioritize
the application of updates and corrections within a service-le-
vel agreement timeframe.
In events detected in vulnerability management, the IT Infras-
tructure team has the prerogative to take remediation actions
without prior notice.
The scan results should generate visibility into the company’s
situation, centralizing results in the CMDB. Representatives
from all IT management areas hold weekly meetings to report
These actions are linked to the objective of maintaining busi-
ness operation levels and ensuring the company’s availability,
integrity, and confidentiality.
134
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
CYBERSECURITY GOVERNANCE AT EMBRAER
(GRI 3-3; 418-1)
SUBSTANTIATED COMPLAINTS CONCERNING
BREACHES OF CUSTOMER PRIVACY AND
LOSSES OF CUSTOMER DATA
Embraer’s Cybersecurity Governance is composed of the
following members of the Executive Committee:
(GRI - 418-1)
In 2023, Embraer did not have complaints related to privacy
violations by employees and customers, nor did it have leaks,
thefts, or losses of customer data.
The company has a dedicated structure that manages data
privacy issues throughout the Embraer group through the
composition of a multidisciplinary team under the supervision
of the DPO - Data Protection Officer.
1. CEO - Chief Executive Officer
2. CFO - Chief Financial Officer
3. CISO - Chief Information Security Officer
4. Vice President of Defense & Security at
Embraer
5. Legal and Compliance Vice President / Data
Protection Officer (DPO)
6. Vice President of Engineering
7. TEMPEST (CEO - Cybersecurity Specialist) -
Embraer affiliate company
The Cyber Committee meets monthly, and the CISO has the
autonomy to convene the committee when necessary. Additio-
nally, there are meetings of the Board of Directors and CARE to
discuss the Cybersecurity Agenda with updates and decisions
on Cyber Risk.
135
135
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
O P E R A T I O N A L S E C U R I T Y
AND PRODUCT
QUALITY
EMBRAER OPERATIONAL SAFETY
PROGRAM
(GRI 3-3; RT-AE-250)
The Operational Safety Program, designed to establish gover-
nance for security initiatives and reviews of indicators for all
company operations (projects, manufacturing, maintenance,
and air traffic control), focuses on continuously increasing
safety in products and operations. It is chaired by the Senior
Vice Presidents of Engineering, Operations, and Services and
Support.
Security-related risk management actions are presented mon-
thly at the company’s board meeting, where senior leadership
participates. Additionally, the matter is overseen by the com-
pany’s CEO and 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
Maintenance and Flight
Operations Committees
Embraer’s Operational Safety
Program
136
APPENDIX OF INDICATORS 2023 OPERATIONAL SAFETY GOVERNANCE
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
ppliers, authorities, and other aircraft manu-
facturers for the exchange of safety data and
lessons learned. Additionally, periodic inter-
nal surveys on safety culture are conducted
to assess areas where actions will focus on
improving safety awareness.
(RT-AE-250a.3)
In 2023, ANAC (National Civil Aviation
Agency) issued twenty airworthiness
directives (ADs) involving the following
products: ERJ170, ERJ-190, EMB-550,
EMB-200, EMB-505, and EMB-145.
All ADs are publicly available, and the
latest information can be found on
appropriate regulatory websites.
Embraer’s commitment and guidance to se-
curity actions for all employees are present in
the company’s Security Policy. This policy is
approved by Embraer’s CEO and all senior vice
presidents and is available to all employees.
The policy is reinforced in training sessions
and events promoting a safety culture.
Since 2003, internal operational safety com-
mittees have been established to address
risk management. These committees perio-
dically review all safety reports received from
employees, customers, suppliers, aviation
authorities, and other stakeholders related
to Embraer. For each of these reports, the
associated risk is evaluated according to ae-
rospace industry standards and Embraer’s
standards, validating proposed actions and
managing them to completion.
In addition to the risk management described
above, Embraer assigns specialists to support
authorities in all investigations of accidents
and incidents involving its products. The goal
is to enhance product safety by identifying
contributing factors and defining recommen-
dations to prevent future events.
Safety is a fundamental part of the culture,
promoted through various initiatives: internal
training on product safety and safety culture,
internal safety conferences, participation in
external safety events with customers, su-
137
137
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
SAFETY FIRST AND QUALITY ALWAYS
Embraer manages performance
through
SQDC indicators (Safety, Quality, Delivery,
and Cost). It is no coincidence that Safety and
Quality come first. The company believes that
focusing on Safety and Quality is essential for
process excellence, ensuring on-time delivery
and the best cost for all stakeholders.
Quality has a dedicated board that ensures
a 360-degree view of all company processes,
from production units to corporate, from new
product development to customer operations,
including the supplier base.
Embraer believes that culture is a key factor
in excellence in quality. To continuously deve-
lop and reinforce a culture of quality, various
initiatives are undertaken, such as bi-weekly
team discussions, dedicated Quality weeks
at production plants, visual communication
campaigns reinforcing safety and quality atti-
tudes and principles, and an online event for
the entire company’s Operational Safety and
Quality Week. In 2023, the event featured se-
ven interactions, including lectures and case
studies, with over 1,200 employees participa-
ting at Embraer.
To further foster the theme of Safety and
Quality in the company, various actions were
promoted throughout the year, such as eight
weeks on Foreign Object Elimination (FOE)
distributed among the sites, the Global Quali-
ty Week, a Culture Event in the operations vice
presidency focused on leadership, a week on
accident prevention reports in all units, and
the LEAN Transformation Week focusing on
quality.
The company listens to customers to unders-
tand their needs and always seeks to exceed
expectations. The efforts invested in conti-
nuously improving processes and delivering
quality to customers led the company, in
2023, to be recognized in the Executive Avia-
tion segment, according to customer satisfac-
tion surveys published by AIN (Aviation Inter-
national News) and PRO PILOT magazines.
Position
Source: AIN Product Support
Survey 2023
Overall Score
Source: AIN Product Support Survey 2023
Survey Period: May - June
Position
Source: Pro Pilot 2023
Corporate Aircraft Product
Support Survey
Overall Score
Source: Pro Pilot 2023 Corporate
Aircraft Product Support Survey
Survey Period: May - July
2022 - 1st
3RD
8,00
2022 - 8,03
1ST
2022 - 2nd
7,76
2022 - 7,81
138
APPENDIX OF INDICATORS 2023 AINPRO PILOT
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
EMBRAER’S QUALITY
MANAGEMENT SYSTEM
Embraer’s Quality Management System com-
plies with the requirements of various autho-
rities, regulatory bodies, and certifying entities
and undergoes periodic audits. In 2023, a total
of 33 external audits were conducted across
units in Brazil and abroad, ensuring the mainte-
nance of its certifications.
EMBRAER’S EXCELLENCE SYSTEM
Launched in 2007, the Embraer Enterprise Excellence Program -
P3E - aims to initiate, promote, and sustain cultural transformation
through the LEAN philosophy, striving for excellence in its
processes, services, and products. The program operates on the
basis of the Embraer Excellence System, which consists of four
key elements: understanding strategy, integrated management,
process excellence, and individual empowerment.
When put into practice, these elements foster value generation and
the consolidation of organizational culture among stakeholders.
Going beyond merely relying on the four elements, the Embraer
Excellence System disseminates
the LEAN philosophy
comprehensively throughout the organization via Excellence
Manuals. These manuals encompass LEAN concepts, methods,
and tools tailored to specific processes.
Key topics covered include LEAN fundamentals, 5S (organization),
TPM (asset and resource reliability), KAIZEN (continuous
improvement), Visual Management, Value Stream Mapping (VSM),
and Shop and Office Floor Management.
Focusing on productivity gains and waste elimination, the Embraer
Excellence System ensures the standardized implementation of
improvements, ingrained organically within the company through
intensive training facilitated by the LEAN Academy. By 2023,
this effort had resulted in training 15,000 employees, alongside
communication initiatives and recognition within the Embraer
LEAN community.
139
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
PRODUCT TESTING
At Embraer, inspections, tests, and trials are
conducted throughout product development
and manufacturing, aligning with company
procedures and regulatory requirements to en-
sure the safety, quality, maturity, performance,
and reliability of its products throughout the
aircraft lifecycle.
During new product development, Embraer
conducts testing and trial campaigns aimed
at certifying the aircraft design with regulatory
authorities. Preparation and quality planning
stages for serial production are also executed,
including supplier readiness to deliver quality.
In the serial production stage, the Embraer
Quality System, through its procedures, en-
compasses inspection processes and test exe-
cution for manufactured products.
Preparation and quality planning stages for se-
rial production are also conducted, encompas-
sing the readiness of suppliers to deliver with
quality.
In the serial production stage, the Embraer
Quality System, through its procedures, antici-
pates the application of inspection processes
and the execution of tests on the products un-
der manufacturing.
Finally, as the final step in aircraft manufactu-
ring, Embraer conducts ground and flight tests
on the finished product to ensure quality and
compliance with requirements.
Additionally, the product acceptance stage by
customers is integral to the delivery process for
each manufactured aircraft, involving inspec-
tions, tests, and flights conducted with custo-
mer oversight.
Embraer is immersed in Industry 4.0, with one
technological innovation being the Integrated
Automated Testing System, which sends sig-
nals and activates various aircraft systems,
conducting hundreds of tests.
Each interface undergoes testing, validation,
and data logging, ensuring the quality of the
production process.
Watch the video
140
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
PRODUCT QUALITY EDUCATION
AND TRAINING PROGRAM -
EMBRAER TRAINING
Employee readiness stands as one of the cornerstones of Em-
braer’s Excellence Model.
At Embraer, it is mandatory for 100% of employees to engage in
predetermined areas (both operational and non-operational) to
undergo operational qualification (customized content as per
process needs), quality (general content on excellence), and
safety (regulatory content as per legislation) training.
These pieces of training commence during the onboarding of
new employees and continue throughout their careers with pe-
riodic refreshers and new knowledge requirements.
The Quality Management System ensures that individuals are
duly qualified to perform their roles, ensuring excellence in task
execution.
Embraer hosts corporate training programs, academies, and
learning platforms with dedicated courses spanning various
areas, allowing employees to engage in exclusive learning ex-
periences, predominantly focusing on product quality.
Training is delivered through various learning formats to ensure
robust skill development and enhancement of both hard and
soft skills. Below is an overview of what one of the learning
platforms offers:
Class
Course taught by
an instructor in
a face-to-face or
hybrid format.
On-line
Interactive training,
accessible at any time by the
employee.
Auto Instruction
and Read&Sign
Material available for online
reading, accessible at any
time.
On the Job Training
Practical training
conducted in the workplace
with a Mentor.
16.112
EMPLOYEES
TRAINED IN 2023
449.947
HOURS OF
TRAINING IN 2023
235.141
PARTICIPATION IN
TRAINING IN 2023
787
DIFFERENT COURSES
DELIVERED IN 2023
Further information can be found in the training and development box (capacity and education).
141
APPENDIX OF INDICATORS 2023 TYPES OF EMBRAER TRAININGTRAINING DATA
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
In addition to the initiatives above, there are training sessions
in the form of webinars. These sessions have a more specific
focus but reach a broader range of companies per session.
In 2023, five webinars were conducted, with participation from
over 100 suppliers, both domestic and international. The topics
covered included Problem Solving, the FOE Program (Foreign
Object Elimination), Commitment to Quality, civil liability, and
Prevention of Quality Documentation-Related Issues.
SUPPLIER QUALITY MANAGEMENT
SUPPLIER TRAINING
Tier 1 and 2 suppliers* are required to have AS9100 certification
and comply with the requirements outlined in EQRS (Embraer
Quality Requirements for Suppliers).
The supplier ensures the maintenance of AS9100 certification
through audits conducted by third-party companies and monito-
red by Embraer. Compliance with EQRS is periodically reassessed
by Embraer Quality.
As part of a robust regulatory system, Embraer annually rein-
forces the quality requirements to be met by its entire supply
chain through EQRS – Embraer Quality Requirements for Su-
ppliers, which are additional requirements to those existing in
the AS9100 standard – Requirements for Quality Management
in Aerospace Industries, mandatory certification to become an
Embraer supplier.
Additionally, suppliers producing parts according to Embraer’s
specifications (Build to Print) must have their processes qualified
by Embraer auditors, as per the requirements defined in EQRS. If
a supplier utilizes special processes in their manufacturing, regar-
dless of their level in the supply chain, they must also have NA-
DCAP certification for each existing special process, maintaining
this certification through the annual NADCAP audit cycle.
The quality of all products and raw materials received by Embraer
and its suppliers (tiers 1, 2, and 3) is verified during the material re-
ceiving stage. This verification occurs through test reports sent by
suppliers or manufacturers of the material in question, certifying
that the necessary tests for quality verification have been perfor-
med and approved according to technical specifications.
Additionally, some products and raw materials are retested by
Embraer in its laboratories according to specifications defined in
technical standards by Product Engineering.
In addition to EQRS, Embraer also provides the EPPAP Manu-
al – Embraer Production Part Approval Process, containing 17
Quality tools to be applied during the development or modifi-
cation of a product, aiming to ensure preparation for Quality.
Both guidelines are conducted through the read-and-sign mo-
dality and can also be conducted interactively, in person, or
online.
Another important initiative is disseminating the LEAN philo-
sophy and continuous process improvement through supplier
training in the KAIZEN methodology. These training sessions
take place in the OJT (On the Job Training) format, where Em-
braer guides suppliers on how to identify and resolve issues in
practice by conducting KAIZEN projects together. In 2023, 43
projects were carried out in collaboration with 28 national and
international companies.
*Tier 1 - direct supplier; Tier 2 - supplier of the supplier; Tier 3 and beyond - successively
142
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
PREVENTION PROCESS FOR
COUNTERFEIT PARTS
(RT-AE-250a.2)
Preventing the use of counterfeit or unautho-
rized parts at Embraer involves various pro-
cesses within the company with established
practices and procedures.
The cornerstone of prevention lies in training
and cascading requirements throughout the
company’s processes in supplier contracting,
part procurement, product design, receipt,
and treatment of non-conforming products.
Employees undergo training to raise aware-
ness about identifying suspicious parts, and
protocols for handling existing non-confor-
ming products are utilized in the event of oc-
currences of such materials.
Contract
When contracting a supplier, the requirement
regarding counterfeit parts is communicated
through the purchase order or contract. In the
contract, this requirement is incorporated into
the quality system certification standards re-
quired of suppliers (AS9100, AS9120).
Engineering
For suppliers without certifications, the requi-
rement is included in the purchase order for
all products acquired by Embraer, along with
technical and documentary specifications.
Procurement
The procurement department must purchase
products according to project specifications
and qualified suppliers according to Embra-
er’s product structure.
The supplier qualification process includes
procedures that verify compliance with tech-
nical requirements and the quality manage-
ment system requirements.
Suppliers’ performance is periodically evalua-
ted, and risk management is practiced. Cri-
tical points that require further assessment
(audits) or action plans focused on specific
problems are identified.
Distributors are also approved according to
specific procedures and can only deliver pro-
ducts from approved manufacturers descri-
bed in the purchase order.
In the aircraft certification process, compo-
nents must also undergo a specific certifica-
tion campaign.
The equipment undergoes testing and must
have a certificate of conformity, as well as the
laboratory configuration and the test proce-
dure used.
All certification artifacts are approved by the
certification authority or its representatives.
These artifacts constitute the technical data
necessary to obtain the aircraft-type certifica-
te. Each aircraft is produced by a production
organization certified according to the type
certificate.
A new or modified component can only be ins-
talled in a certified aircraft if it complies with
all the steps mentioned above, following the
design modification procedure. As a member
of the Material Review Board (MRB), product
engineering is also responsible for disposing
of equipment non-conformities, ensuring they
meet applicable requirements.
Product Engineering can also issue requests
for stock re-inspection for updates, returns,
tests, or visual inspections.
It is also possible to request quality to include
equipment limitation notes that restrict their
use in flight, delivery to the customer, or other.
Receipt
To receive products, Embraer establishes spe-
cific inspection standards for each type of
material.
These standards include physical and docu-
mentary characteristics (certificate of con-
formity, test report) that must accompany the
product, ensuring traceability to the source of
supply.
Upon receipt, the material identification, pa-
ckaging conditions, quantities, delivered do-
cumentation, and approved supplier in the
system are verified, i.e., the information is ve-
rified to ensure that the delivered product me-
ets the specifications of the purchase order.
In some situations defined in the receipt
standards, products or samples are sent to
laboratories for tests that prove compliance
with specified technical requirements. When
excess parts are received, they are scrapped if
the supplier does not update the documenta-
tion to ensure traceability.
143
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
ESG INDICATORS
CO NTENT SUMMARY
Non-conformities Treatment (product
and process)
When suspicious or counterfeit parts are
identified, the material is segregated into qua-
rantine, following the same process as for tre-
ating non-conforming products.
In the case of identifying non-conformities
in processes related to handling counterfeit
parts, corrective actions are initiated to con-
tain the recurrence of the problem and ensure
a definitive solution.
Parts for scrap disposal have their disposals
strictly controlled to prevent misuse in the
production process.
Training
Employees are offered training through the
EmPower system on the impact of counterfeit
parts in the aeronautical industry and preven-
tion.
Practices carried out by Embraer are also im-
plemented in specific procedures in the areas.
144
144
APPENDIX OF INDICATORS 2023
C O N T E N T
SUMMARY
G R I C O N T E N T
SUMMARY
General Contents
GRI STANDARD
CONTENT
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
CO NTENT SUMMARY
CO NTENT SUMMARY
Statement of Use
EMBRAER - Empresa Brasileira de Aeronáutica S.A.
reported the information cited in this GRI content
summary for the period from January 1, 2023, to
December 31, 2023, based on GRI Standards.
General Contents
CONTENT
GRI 2
Sustainability Report
Additional
References
GRI 1 used
GRI 1: Foundational 2021
2-16 Communication of critical concerns
Page 130
2-1 Organization details
2-2 Entities included in the organization's sustainability report
2-3 Reporting period, frequency, and point of contact
2-4 Information restatements
2-5 External verification
Sustainability Report
Additional
References
Page 06 of the 2022 Annual
Report
Page 65
Page 65
Page 65
Page 65
2-6 Activities, value chain, and other business relationships
-
Management Report
2-7 Employees
GRI 2: General
Contents 2021
2-8 Workers who are not employees
2-9 Governance structure and its composition
Page 109
Page 109
Page 125
2-10 Appointment and selection for the highest governance body
-
2-11 Chair of the highest governance body
2-12 Role of the highest governance body in supervising management's
impacts
2-13 Delegation of responsibility for impact management
2-14 Role of the highest governance body in sustainability reporting
2-15 Conflicts of interest
Page 127
Page 128
Page 128
Page 129
Page 129
Policy for
Appointment and
Training Internal
Board Rules
GRI 2
2-17 Collective knowledge of the highest governance body
2-18 Assessment of the performance of the highest governance body
-
-
Organizational
Structure Policy for
Appointment and
Training
Internal Board Rules
2-19 Compensation policies
Page 115
Internal Board Rules
2-20 Process for determining compensation
2-21 Proportion of total annual compensation
2-22 Statement on sustainable development strategy
2-23 Policy commitments
2-24 Incorporation of policy commitments
2-25 Processes for addressing negative impacts
2-26 Mechanisms for advice and raising concerns
2-27 Compliance with laws and regulations
2-28 Participation in associations
2-29 Approach to stakeholder engagement
2-30 Collective bargaining agreements
Page 116
Page 116
-
-
-
-
Page 130
Page 132
-
-
Page 91
Internal Board Rules
Sustainability
CDP - C12.3 -
Engagement
Corporate Procedure
146
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
CO NTENT SUMMARY
CO NTENT SUMMARY
Material Topics
GRI 3
Anti-corruption Measures
GRI 205
GRI STANDARD
CONTENT
Sustainability Report
GRI 3: Material
Topics 2021
3-1 Process for defining material topics
Page 05
3-2 List of material topics
Page 05
Additional
References
Page 66
Page 67
SDGs Addressed
GRI STANDARD
CONTENT
Sustainability Report
Additional References
SDGs Addressed
205-1 Operations assessed for corruption-
related risks
Page 66
GRI 205: Anti-corruption
2016
205-2 Communication and training on anti-
corruption policies and procedures
Page 67
205-3 Confirmed cases of corruption and
actions taken
Page 68
Page 130
Page 131
Page 131
16
16
16
Economic Performance
GRI 201
GRI STANDARD
CONTENT
Sustainability Report
Additional References
SDGs Addressed
Energy
201-1 Direct economic value generated and
distributed
Pages 12 to 14 of the 2022
Annual Report
Results Center
Pages 11 and 13
GRI 201:
Economic
Performance 2016
201-2 Financial implications and other risks and
opportunities arising from climate change
201-3 Obligations of defined benefit plans and
other retirement plans
201-4 Financial assistance received from the
government
-
-
-
CDP -
C2. Risks and
Opportunities
C3. Business Strategy
Report 20-F
Report 20-F
8,9
13
8, 9
GRI STANDARD
CONTENT
Sustainability Report
Additional References SDGs Addressed
GRI 3: Material Topics
2021
3-3 Management of material topics
Pages 16 to 18 of the 2022
Annual Report
Page 14 and 18
GRI 302: Energy 2016
302-1 Energy consumption within the
organization
302-2 Energy consumption outside the
organization
Page 09
Page 11
Page 70
Page 72
7, 8, 12, 13
7, 8, 12, 13
Purchasing Practices
GRI 204
GRI STANDARD
CONTENT
Sustainability Report
Additional References
SDGs Addressed
GRI 204: Purchasing
Practices 2016
204-1 Proportion of spending on local
suppliers
Page 57
Page 122
8
147
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
CO NTENT SUMMARY
CO NTENT SUMMARY
Water and Effluents
Waste
GRI STANDARD
CONTENT
Sustainability Report
Additional References
SDGs Addressed
GRI STANDARD
CONTENT
Sustainability
Report
Additional
References
SDGs Addressed
GRI 3: Material Topics
2021
3-3 Management of material topics
Page 16
GRI 303: Water and
Effluents 2018
303-3 Water withdrawal
303-4 Water discharge
Page 17
Page 18
Page 77
Page 78
Page 79
6, 8, 12
6
Emissions
GRI STANDARD CONTENT
Sustainability Report
Additional References
SDGs Addressed
GRI 3: Material
Topics 2021
3-3 Management of material topics
Page 12
Page 73
305-1 Direct (Scope 1) greenhouse gas (GHG)
emissions
305-2 Indirect (Scope 2) greenhouse gas (GHG)
emissions from purchased energy
305-3 Other indirect (Scope 3) greenhouse gas
(GHG) emissions
Page 12
Page 73
3, 12, 13, 14, 15
Page 13
Page 74
3, 12, 13, 14, 15
Page 13
Page 74
3, 12, 13, 14, 15
305-4 GHG emissions intensity
Page 13 and 14
Page 75
13, 14, 15
GRI 305:
Emissions 2016
GRI 3: Material
Topics 2021
3-3 Management of material topics
Page 20
Page 81
306-3 Generated waste
Pages 20, 21 and 22 Pages 81, 82 and 83 3, 6, 12, 14 ,15
GRI 306: Waste 2020
306-4 Waste not intended for final disposal
Pages 20, 21 and 22 Pages 81, 82 and 83 3, 11, 12
306-5 Waste destined for final disposal
Pages 20, 21 and 22 Pages 81, 82 and 83 3, 6, 11, 12, 14 ,15
Supplier Environmental Assessment
GRI STANDARD
CONTENT
Sustainability Report
Additional
References
SDGs Addressed
GRI 3: Material
Topics 2021
GRI 308: Supplier
Environmental
Assessment 2016
3-3 Management of material topics
Page 52
308-1 New suppliers selected based on
environmental criteria
308-2 Negative environmental impacts of the
supply chain and measures taken
Page 54
Page 54
Page 117
Page 118
Page 119
Employment
GRI STANDARD CONTENT
Sustainability
Report
Additional
References
SDGs Addressed
305-6 Ozone-depleting substance (ODS) emissions
Page 15
Page 76
3, 12
305-7 NOX, SO, and other significant atmospheric
emissions
Page 15
Page 76
3, 12, 14, 15
401-1 New hires and employee turnover
Pages 41 and 42
Pages 106 and 107
5, 8, 10
GRI 401:
Employment
2016
401-2 Benefits offered to full-time employees not offered to
temporary or part-time employees
Pages 30 and 45
Pages 91 and 110
5, 8
401-3 Maternity/paternity leave
Page 43
Page 108
5, 8
148
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
CO NTENT SUMMARY
CO NTENT SUMMARY
Health and Safety at Work
GRI STANDARD
CONTENT
Sustainability Report
Additional
References
SDGs Addressed
GRI STANDARD CONTENT
Sustainability Report
Additional
References
SDGs Addressed
Training and Education
GRI 3: Material
Topics 2021
3-3 Management of material topics
Page 24
Page 85
GRI 3: Material
Topics 2021
3-3 Management of material topics
-
403-1 Occupational health and safety management
system
Page 24 to 26
Pages 85 to 87
8
403-2 Hazard identification, risk assessment, and
incident investigation
Page 24 to 26
Pages 85 to 87
3, 8
403-3 Occupational health services
403-4 Worker participation, consultation, and
communication on health and safety at work
GRI 403: Health
and safety at work
2018
403-5 Worker training in health and safety at work
-
-
-
-
-
403-6 Promotion of worker health
Page 27
Pages 88 and 89
403-7 Prevention and mitigation of health and safety
impacts directly linked to business operations
Page 26
Page 87
-
-
8
3
8
403-8 Workers covered by an occupational health and
safety management system
Pages 24 to 26
Pages 85 to 87
GRI 405: Diversity and
Equal Opportunities
2016
403-9 Work-related accidents
Page 25
Page 86
3, 8, 16
404-1 Average training hours per year per employee
Pages 31 and 32
Pages 92 and 93
4, 5, 8, 10
GRI 404: Training
and Education
2016
404-2 Programs for employee skill enhancement and
career transition assistance
Page 33
Page 95
8
404-3 Percentage of employees receiving regular
performance and career development evaluations
Page 32
Page 92
5, 8, 10
Diversity and Equal Opportunities
GRI STANDARD
CONTENT
Sustainability Report
Additional
References
SDGs Addressed
405-1 Diversity in governance bodies and
employees
Pages 46 and 48
Page 111
5, 8
405-2 Ratio of basic salary and remuneration
received by women and men
Page 49
Page 114
5, 8, 10
149
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
CO NTENT SUMMARY
CO NTENT SUMMARY
Non-Discrimination
GRI STANDARD
CONTENT
Sustainability Report
Additional
References
SDGs Addressed
GRI STANDARD
CONTENT
Sustainability Report
Additional
References
SDGs Addressed
Supplier Social Assessment
GRI 3: Material Topics
2021
3-3 Management of material topics
Page 66
Embraer Compliance
Program
Page 130
GRI 406: Non-
discrimination 2016
406-1 Cases of discrimination and corrective
measures taken
Page 70
Page 132
5, 8
Freedom of Association and Collective Bargaining
GRI 3: Material Topics
2021
GRI 414: Supplier
Social Assessment
2016
3-3 Management of material topics
Page 52
Page 117
414-1 New suppliers selected based on social
criteria
Page 54
Page 118
3, 6, 11, 12
414-2 Negative social impacts of the supply chain
and measures taken
Page 55
Page 119
3, 6, 11, 12
GRI STANDARD
CONTENT
Sustainability Report
Additional
References
SDGs Addressed
GRI 407: Freedom
of association and
collective bargaining
2016
407-1 Operations and suppliers where the right to
freedom of association and collective bargaining may
be at risk
Page 55
Page 120
8
Customer Privacy
GRI STANDARD
CONTENT
Sustainability Report
Additional
References
SDGs Addressed
Local Communities
GRI STANDARD
CONTENT
Sustainability Report
Additional
References
SDGs Addressed
GRI 413: Local
Communities 2016
413-1 Operations with engagement, impact
assessments, and development programs aimed at
the local community
Page 58
5, 8, 10
GRI 3: Material Topics
2021
3-3 Management of material topics
Pages 71 and 73
GRI 418: Customer
Privacy 2016
418-1 Proven complaints regarding privacy
violations and customer data loss
Page 73
16
150
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
CO NTENT SUMMARY
CO NTENT SUMMARY
S A S B
CONTENT SUMMARY
Energy Management
Data Security
Metrics
Code
Sustainability Repor
Additional
References
Metrics
Total energy consumed; percentage of grid electricity; percentage
renewable
RT-AE-130a.1
Page 11
Page 72
Number of data breaches; percentage involving confidential information
Description of the approach to identify and address data security risks in the
company's operations and products
Code
Sustainability Repor
Additional
References
RT-AE-
230a.1
RT-AE-
230a.2
Page 71
Page 134
Page 72
Page 134
Hazardous Waste Management
Metrics
Code
Sustainability Repor
Additional
References
Quantity of hazardous waste generated; percentage of hazardous waste
recycled
RT-AE-150a.1
Pages 20 and 21
Pages 82 and 83
Number and aggregate quantity of reportable spills; quantity recovered
from reportable
RT-AE-150a.2
Page 22
Page 87
151
151
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
CO NTENT SUMMARY
CO NTENT SUMMARY
Product Safety
Metrics
Code
Sustainability
Repor
Additional
References
Metrics
Code
Sustainability Repor
Additional
References
Supply of Materials
Number of recalls issued; total units recalled
RT-AE-250a.1
-
Description of risk management associated with the use of critical materials
RT-AE-440a.1
Page 56
Page 120
Number of counterfeit parts detected; percentage avoided
RT-AE-250a.2
Page 82
Page 143
Number of Airworthiness Directives received; total units affected
RT-AE-250a.3
Page 81
Page 137
Total monetary losses resulting from legal proceedings associated with product
safety
RT-AE-250a.4
In 2023, the company did not incur
monetary losses related to product
safety.
Fuel Economy and Emissions in Product Use Phase
Business Ethics
Metrics
Code
Sustainability
Repor
Additional
References
Metrics
Code
Sustainability Repor
Additional
References
Revenue from alternative energy-related products
RT-AE-410a.1
In 2023, approximately 24% of the
company’s net revenue came from more
sustainable products.
Total amount of monetary losses resulting from legal proceedings associated with
corruption, bribery, and/or illicit international trade incidents
RT-AE-510a.1
Page 69
Page 131
Revenue from countries classified as "E" or "F" on the Government Defense Anti-
Corruption Index by Transparency International
RT-AE-510a.2
Page 70
Page 132
Description of the approach and discussion of the strategy to address fuel economy
and greenhouse gas (GHG) emissions of products
RT-AE-410a.2
Page 82
Page 15
Description of processes to manage business ethics risks across the value chain
RT-AE-510a.3
Page 70
Page 132
152
APPENDIX OF INDICATORS 2023
TECHNICAL REFERENCES
MATERIALIT Y
ESG INDICATORS
CO NTENT SUMMARY
CO NTENT SUMMARY
T C F D
CONTENT SUMMARY
Recommendations
Recommended disclosures
Sustainability Report
Additional References
Governance
a) Describe how the Board oversees climate-related risks and opportunities.
b) Describe the Board's role in assessing and managing climate-related risks and opportunities.
a) Describe the climate-related risks and opportunities the organization has identified in the short, medium, and long term.
Strategy
b) Describe the impacts of climate-related risks and opportunities on the organization's business, strategy, and financial planning.
c) Describe the resilience of the organization's strategy, considering different climate change scenarios, including a 2°C or less scenario.
a) Describe the processes used by the organization to identify and assess climate-related risks.
Risk Management
b) Describe the processes used by the organization to manage climate-related risks.
c) Describe how the processes used by the organization to identify, assess, and manage climate-related risks are integrated into the organization's overall risk management.
a) Report the metrics used by the organization to assess climate-related risks and opportunities according to its strategy and risk management process.
Pages 60 to 65
Pages 125 to 129
-
-
-
-
-
-
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) Report greenhouse gas emissions from Scope 1, Scope 2, and, if applicable, Scope 3, and the related risks.
c) Describe the targets used by the organization to manage climate-related risks and opportunities, and the performance against the targets.
Pages 12 to 15
Page 16 of the 2022 Annual Report
Pages 73 to 76
Page 15
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
C4.1, C4.1a, C4.1b, C4.2a
153
APPENDIX OF INDICATORS 2023
embraer.com
4
2
0
2
R
A
M