2024
Annual
Report
2024 annual report
2024 was
a
historic
year for Embraer, with
remarkable results that
demonstrate the compa-
ny’s successful growth
trajectory. We achieved
record revenue of USD
6.4 billion, our highest
level ever, and delive-
red 206 aircraft, repre-
senting a 14% increase
compared to the pre-
vious year.
Message from
Management
The growth in all business units and Embraer’s return to profitability were widely recognized
by the market in 2024, and the company’s stock had the highest appreciation in history, on
B3 and NYSE. The main risk rating agencies raised our company’s credit rating, which is once
again considered investment grade.
Francisco Gomes Neto – Embraer’s President
We also improved key financial indicators, such as the adjusted EBIT margin,
which reached 11.1%, and free cash flow (without Eve), which reached
USD 676 million. In addition, we significantly reduced debt and financial
leverage, contributing to strengthening the company’s financial health.
Francisco Gomes Neto, Embraer’s President & CEO, and Alexandre Silva,
Chairman of the Board of Directors
Our continued focus on sales resulted in the largest backlog since the
company’s creation, valued at USD 26.3 billion.
In this scenario, the company now has the financial and accounting conditions to
consider paying dividends, subject to evaluation and approval by its shareholders.
The growth in all business units and Embraer’s return to profitability were
widely recognized by the market in 2024, and the company’s stock had
the highest appreciation in history, on B3 and NYSE. The main risk rating
agencies raised our company’s credit rating, which is once again considered
investment grade.
We have successfully overcome the many challenges still present in the supply
chain, with innovative actions and financial discipline. In order to better
balance production over the coming years and improve collaboration with our
suppliers, we have reinforced the structure of the Supply Chain area, digitized
processes, and invested in artificial intelligence tools to monitor and manage
the chain’s activity in real-time, thus enabling increased production.
"
"
2024 annual report
Commercial activity intensified overall in 2024, with
positive highlights in all areas. Defense & Security
announced a series of new contracts and ended the
year with the best sales performance in history. The
KC-390 Millennium multi-mission military transport
aircraft, for instance, has already been chosen by
10 international air forces and continues to attract
interest from several nations.
In 2024, the Netherlands, Austria, the Czech
Republic and an undisclosed nation acquired the
KC-390, joining Brazil, Portugal, Hungary, and South
Korea; Sweden and Slovakia also announced their
decision to purchase the jet from Embraer.
In another segment, the A-29 Super Tucano light
attack and advanced training aircraft received new
firm orders from Europe, Asia-Pacific, Africa, and
South America, reaching 20 operators worldwide.
Executive Jets
maintained
its
strong
sales
momentum with good performance across all
segments, from private use to fleet operators
and corporate flight departments. The Phenom
300 light jet remained the best-selling jet in the
category for the 13th consecutive year, while the
industry’s most advanced midsize and super-
We remain firm on our ESG journey. In 2024, our
factories in Brazil began to operate using 100%
renewable energy and our aircraft are preparing to
be able to fly with 100% sustainable aviation fuel
(SAF) until 2030. We are also increasingly investing
in new low-carbon technologies that will ensure our
readiness to develop new products in the future,
regardless of segment.
In 2024, we also won global awards and
certifications on different topics, such as those
related to the work environment (we were once
again recognized by GPTW as the Best Place to
Work), in addition to awards for best practices in
business excellence, continuous improvement and
efficiency gains (with the Global KaizenTM Award,
an award from the Kaizen Institute), among others.
In the year in which we celebrate Embraer’s 55th
anniversary, the company has shown that it is
stronger than ever, well-positioned for sustainable
growth, and ready to capture its full potential in
the coming years.
Once again, the strength of our people made the
difference in a demonstration of strong identi-
fication with the pillars of our culture, based on
midsize jets, the Praetor 500 and Praetor 600,
continued to grow their global market share.
In
Commercial
Aviation,
we
expanded
the
international operator base of the E2 jets, the
most efficient in the narrow-body segment, with
new customers in Asia-Pacific, North America
and Europe. The E175-E1 regional jet continues to
increase its market share in the United States.
The Services & Support area showed solid growth,
announcing new contracts for the Pool and
integrated logistics support programs, in addition to
opening a new Authorized Service Center at OGMA,
in Portugal, dedicated to Pratt & Whitney GTF
engines, with the potential to triple the revenue of
the Portuguese subsidiary.
With an eye on the future, we continue to advance
in the development of Eve’s eVTOL (100% electric
vertical take-off and landing vehicle), which will begin
flight testing of the prototype this year, with a view to
certification in 2027. We believe that Urban Air Mobility
is a great business opportunity and we have the ideal
conditions to become one of the leaders in this new
industry, which is fully aligned with our commitment to
more sustainable aviation.
2024 annual report
Francisco Gomes Neto
President & CEO
Alexandre Silva
Chairman of the Board of Directors
excellence, safety, quality, result orientation, and
team spirit.
We have a clear growth strategy for the coming years,
focused on efficiency and innovation, and we have
qualified and motivated people to achieve this. It is
a recipe that has worked at Embraer. Therefore, we
are confident that 2025 will be another year of great
results and business expansion. Let’s move forward!
53. Technical References, Materiality, Indicators, GRI, SASB, TCFD
About Embraer
7
ESG
15
Financial Performance
12
Technology & Innovation
35
Business Units
40
Index
> 9. Where We Are
> 10. Cultural Pillars
> 17. Environmental Commitment
> 20. Social Commitment
> 32. Commitment to Governance
> 14. Operating Result
> 37. Innovation Culture
> 38. External Innovation Events
> 40. Embraer-X
> 40. Awards
> 41. Commercial Aviation
> 43. Executive Jets
> 45. Defense & Security
> 48. Services & Support
> 50. Agricultural Aviation
> 51. Eve Air Mobility
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7
About Embraer
7
recognized for its
global impact and
commitment to
innovation.
Leader in the aerospace
and defense industry,
In 2024, the company's revenues were
distributed as follows:
Commercial Aviation
35% – USD 2.2 B
Executive Jets
28% – USD 1.8 B
Defense & Security
11% – USD 721 M
Services & Support
Other segments 1% – USD 66 M
25% – USD 1.6 B
Embraer is one of the world’s aerospace and defense in-
dustry leaders, operating in the Commercial Aviation, Exe-
cutive Jets, Defense & Security, and Services & Support
segments. Founded in 1969, the company has innovation,
safety, and sustainability as pillars for the development
of solutions that connect people, countries, and markets.
Throughout its history, it has manufactured and delivered
more than 9,000 aircraft, being responsible for the annu-
al transport of more than 145 million passengers on all
continents. Every 10 seconds, an Embraer aircraft takes
off somewhere in the world, constituting proof of the
company's global impact on commercial & business avia-
tion, as well as defense operations and special missions.
With a workforce of more than 20,000 employees in 2024, alloca-
ted among industrial operations, service centers, offices, and part
distribution hubs on several continents, Embraer spurs on techno-
logical and industrial development on a global scale. The number of
employees covers, interns and apprentices hired directly by Embraer
companies, except affiliates such as Atech, Visiona, and OGMA.
Conducting business in more than 100 countries, Embraer com-
bines tradition and technology to drive the future of air mobility
and contribute to the economic and social progress of the re-
gions where it operates.
The backlog reflects the company's sustainable
growth, with a total backlog of USD 26.3 B.
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2
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3
5
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16
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10 11
Joint Ventures & Affiliates
Brazil
São José dos Campos
Belo Horizonte
Botucatu
Brasília
Caçapava
Campinas
Campo Grande
Florianópolis
Gavião Peixoto
Rio de Janeiro
São Paulo
Sorocaba
Taubaté
Recife
Subsidiaries
ATECH
VISIONA
TEMPEST
United States
Dallas
Davie
Fort Lauderdale
Jacksonville
Melbourne
Mesa
Nashville
Subsidiaries
ECTS
EVE AIR MOBILITY
NIDEC AEROSPACE
Mexico
Chihuahua
Subsidiaries
EZ AIR
INTERIOR
Cayman Islands
George Town
Portugal
Alverca
Lisbon
Subsidiaries
OGMA
United Kingdom
Burgess-Hill
Farnborough
London
Subsidiaries
ECTS
Ireland
Dublin
Subsidiaries
EZ AIR
Switzerland
Zurich
Singapore
Singapore
Subsidiaries
ECTS
Australia
Melbourne
United Arab Emirates
Dubai
China
Beijing
South Africa
Lethabong
India
New Delhi
France
Le Bourget
Netherlands
Amsterdam
Subsidiaries
ECTS
VISIONA
Spain
Madrid
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17
Where
We Are
8
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At Embraer, culture is built by people. They are
what make our values real through attitudes, deci-
sions, and behaviors. More than processes or sys-
tems, cultural transformation derives from shared
beliefs and the commitment of our employees to
continuous improvement.
Safety and quality are our priorities. Our greatest
commitment is to the wellness of people and the
quality of our products.
Therefore, we have safety first and quality always
as the basis of our cultural development. This
evolution is supported by five pillars, which guide
how we work, cooperate, and deliver results.
Embraer Culture
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The eTalks connect leadership with employees, facilitate
open dialogues on strategic topics, and allow everyone
to understand their role in the company's results. This
proximity facilitates the exchange of information and
alignment between teams.
Another effort is the Simplification Team, created to identify
and implement practical solutions that reduce unnecessary
processes and improve the efficiency of operations. With the
participation of professionals from different areas, the group
seeks to remove obstacles and streamline daily activities.
In addition, accountably taking care of assets and results is
part of each person's commitment at Embraer. Each effort
strengthens the spirit of collaboration and contributes to
an environment where everyone feels motivated to grow
and innovate together.
Lastly, our culture is built on a daily basis, driven by a
team that is committed and passionate about what they
do. Together, we've evolved to build the company we want:
more connected, efficient, and future-proof.
Transforming Culture Pillars into actions
For the Culture Pillars to materialize daily, we
carry out continuous efforts that engage and
add to our employees’ personal development.
Training and communication campaigns
reinforce the expected behaviors, ensuring
the improvement of our culture.
Working together means being generous and always seeking what is best for the company and its stakehol-
ders. We empower our teams to gain autonomy with accountability, providing people with the support needed
to play their roles successfully.
One Embraer. One Team.
1
We seek clarity and focus. This means avoiding wasting time with unnecessary red tape and understanding the
reasons behind our actions before taking action. Excellence and simplicity allow work to flow efficiently and accu-
rately without falling into perfectionism.
Address Complexity with Simplicity.
2
We value an environment of open and respectful dialogue, where transparency, active listening, and different pers-
pectives are pivotal. Demonstrating vulnerability, listening with an open mind, and challenging ideas constructively
allows us to improve processes and make better decisions. Attitudes based on respect and kindness strengthen
trust and contribute to a more collaborative and inclusive work environment.
Be Open and Honest in How You Speak and Listen.
3
We recognize that every employee contributes to the success of our company. This means understanding how we
create value in our business and prioritizing results that benefit our success, not just individual areas. In addition,
caring for Embraer's assets as if they were our own is part of the collective accountability to preserve what we have
and ensure efficiency.
Take Responsibility for Company Results.
4
Celebrating achievements and recognizing people's efforts are important in this path. We value Embraer's history
and each achievement of our team. With empathy and respect, we lead from the heart, recognizing the value of each
person. We live each day as if we were on an exciting first flight, committed to delivering the best for our clients,
partners, and other stakeholders.
Passion to Make a Difference.
5
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12
Financial
Performance
12
In 2024, Embraer achieved the financial estimates
made public at the beginning of the year, especially by
posting the Adjusted EBIT of USD 708.2 M and Free
Cash Flow of USD 676 M, both above the projections
reviewed throughout the year. Adjusted EBITDA
reached USD 921.6 M, an increase of 87% compared
to 2023, reflecting the increase in revenue and greater
control of operating costs.
commercial, executive,
and military aircraft
delivered in 2024.
Financial
Performance
206
Net revenue totaled USD 6.4 billion, an 11% grow-
th compared to 2023, driven by increased aircraft
deliveries and the positive performance of all bu-
siness units.
In Commercial Aviation, revenue posted USD 2.2 B
(+36%), reflecting the higher volume of deliveries and
a portfolio of aircraft with higher added value. Execu-
tive Jets, on the other hand, advanced 42%, adding up
to USD 1.8 B, driven by higher average prices and the
delivery of more sophisticated models.
The Defense & Security segment recorded the
highest percentage growth, with revenue of USD
721 M (+55%), due to the progress of the KC-390
and Super Tucano programs. The Services & Su-
pport area posted USD 1.6 B (+25%), following the
fleet growth and maintenance and operational su-
pport supply expansion.
Net income attributed to Embraer was BRL 1.9 B,
more than double that recorded in 2023 (BRL
783.6 M), with a net margin of 5.4%. Good operating
performance and the positive impact of exchange
rate change contributed to these outcomes. The
year-end cash position was BRL 15.8 B, with a re-
duction in net debt, which went from – BRL 2.7 B in
2023 to BRL 371.5 M in 2024.
Total Net Revenue
growth
USD 6,4 B
11%
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In 2024, adjusted income and operating
margin (EBIT) were BRL 3.99 B and 11.3%,
respectively, reflecting an increase from the
6.5% posted in 2023. This growth was driven
by a 14% increase in the number of aircraft
deliveries, higher turnover, and enhanced
operational efficiency.
Embraer's shares have been traded on
Novo Mercado of the São Paulo Stock
Exchange (B3) since 1989 and on the New
York Stock Exchange (NYSE) through the
level III American Depositary Receipts (ADR)
program, established in 2000. By the end
of 2024, Embraer's shares in B3 (EMBR3)
reached BRL 56.19 per unit, representing a
valuation of 155% compared to BRL 22.39 at
the end of 2023.
On the New York Stock Exchange, the
company's American
Depositary
Shares
(ADS) (ERJ) posted USD 36.68, an increase of
106% versus USD 18.45 in the previous year.
Result
Operating
net revenue USD Billion
Revenue per Region
increase
compared to 2023
Commercial Aviation
Defense & Security
Executive Jets
Services & Support
35.4
26.1
2024
2023
Asia Pacific
North America
Latin America
Europe
Brazil
Other
59%
62%
23%
22%
8%
9%
net revenue USD Billion
Revenue per Segment
35.4
26.1
2024
2023
35%
28%
11%
25%
2%
2%
2%
4%
4%
4%
35%
27%
10%
27%
6.5%
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15
ESG
15
Products for
zero-carbon
aviation by
2050
Maintain high product
safety standards
and full alignment
with international
requirements
Promote technological
education for
1,500 people from
underrepresented
groups by 2025 with the
Social Tech Program
Carbon-neutral
operations by
2040
Carbon-Neutral
Growth from
2022
100%
renewable
electricity
by 2030
Continuous
Diversity &
Inclusion Training
Commitment to 50%
diversity in hires across
all entry-level programs
by 2025
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
Maintain approval of
over 80% of high school
students from Embraer
Schools in public
universities or private
universities with full
scholarships
Maintain the
Ethics and
Compliance
Program fully
aligned with global
standards
Maintain
the highest
standards in
International
governance
2030
2040
2050
E / Environmental
S / Social
G / Governance
Announced in late 2021, the sustainability strategy and long-term ESG goal plan continued to be part of Embraer’s daily operations throughout
2024. The company remains focused on decarbonizing aviation by developing more sustainable products, services, and technologies and
reinforcing its historic role in social responsibility.
In 2024, important advances were made, with outcomes that show that the company is on track to achieve its environmental, social, and
governance goals.
2022
2025
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In 2024, Embraer remained focused on decarbonizing its
operations and its value chain, undertaking efforts on
four major fronts:
Environmental
Commitment
Energy
efficiency
Electricity 100% from
renewable sources
Use and promotion
of SAF production
GHG emissions
management
On the energy efficiency and transition fronts,
the project to replace natural gas (non-renewable
fuel) with biomethane (renewable) stands out. This
was Embraer's largest energy efficiency initiative
in 2024. The unit in Gavião Peixoto, São Paulo,
accounting for 10% of the company's global natural
gas consumption, started testing for fuel switching
in 2022. This year, the plant became Embraer's
first to operate 100% with biomethane.
The plant is supplied by road, with trucks that
use this same fuel, thus also reducing logistics
emissions. Owing to the positive outcomes of this
project, the company intends to expand the change
of natural gas for biomethane to other units.
Other important energy efficiency projects were
accomplished, such as the replacement of old burners
with more efficient equipment at the units in Gavião
Peixoto and São José dos Campos, both in the State of
São Paulo. In addition, Ipanema's painting booth in the
city of Botucatu, São Paulo, now uses 100% renewable
electricity (solar and wind) instead of natural gas.
The F-300 refrigeration plant at the Ozires Silva unit
was also converted to 100% renewable electricity,
switching from the use of natural gas.
Together, these initiatives account for a decrease of
about 2,500 tons of CO2 emissions in the last year.
Embraer continues to study how similar measures
can be implemented in other operating units.
Awareness-raising actions to reduce the use of
natural gas are also underway among employees.
In 2024, the Ozires Silva unit team in São José dos
Campos, São Paulo, partook in efforts revolving
around this issue. The operators of this unit’s
highest consumer hangar were engaged in activities
to encourage the exchange of good ideas to reduce
natural gas consumption.
Operations
Value Chain
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On the 100% renewable electricity front, agreements
pursuing the 100% goal took effect in Brazil, since
January, and in Portugal, at OGMA, since July. All
electricity consumed by aircraft manufacturing and
maintenance units in Brazil and Portugal is already
of solar or wind origin, thus eliminating scope 2
emissions in these locations.
With renewable energy supplying the units in
Brazil and Portugal, Embraer achieved 80% of its
consumption from these sources, keeping on track
towards the 100% goal by 2030.
In the United States, in 2024, a partnership was
signed for the installation of solar panels at the
Melbourne, Florida, site. The largest photovoltaic
energy project ever carried out by Embraer, will go
into operation in 2025 at the Embraer Executive Jets'
headquarters. The initiative aims to supply 100% of
the electricity demand of this unit's entire hangar of
the service center.
By 2024, the company has reached
80% of its goal of being supplied
with 100% renewable energy in all
its operations by 2030
On the front of using and furthering the
production of SAF (Sustainable Aviation Fuel),
consumption continues to grow at the Melbourne
unit. The business jet fleet was supplied with
760,000 liters in 2024, more than six times the
volume used in 2023.
See more details in the chapter on Executive Jets.
SAF has the potential to reduce carbon emissions
in the aerospace industry by up to 80% compared
to traditional fuel. The main challenge is the volume
of output, which is currently insufficient to meet the
industry’s global demand, and the cost incurred to
ensure supply.
To foster the use and production of SAF in Brazil,
Embraer actively participated in the ProBioQAV
technical
subcommittee,
linked
to
Program
Combustível do Futuro (Future Fuel) of the Ministry
of Mines and Energy. This group provided the
technical premises for drafting the Future Fuel Law
and actively collaborated in the discussions for its
approval in 2024 (Law 14993/2024).
The new statute represents an important stimulus
for the production and use of sustainable fuels in
Brazil, providing the necessary legal certainty for
potential agents in the SAF chain to shape their
action plans and enable this new production chain.
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The company also continues investing in SAF research,
including developing new technological routes and
flight tests.
In recent years, Embraer has made headway with its
studies aimed to allow its aircraft to operate on 100%
SAF. The goal is to achieve certification by 2030.
Currently, all the company's aircraft are able to operate
on a mixture of up to 50% of this fuel.
Embraer has progressed to the second phase of
its supplier network engagement project aimed at
managing greenhouse gas emissions within the
value chain. In 2024, the company, in partnership
with Disclosure Insight Action (CDP), the largest
global environmental disclosure system, encouraged
its global suppliers to complete a questionnaire
regarding climate strategy and greenhouse gas
emissions as part of the CDP Supply Chain program.
This year, the number of participating suppliers has
doubled compared to the previous year.
The first phase of the project took place in 2023, with
a view to assessing the maturity of suppliers concer-
ning climate change, analyzing their exposure to these
risks and monitoring their emissions.
As concerns its clients, Embraer maintains the global
goal of supporting the aviation industry in the search
for net zero carbon emissions by 2050. Last year, the
company invested 47% of its revenues in research &
development of clean technologies.
Learn more about Familia Energia and eVTOL.
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The program “Culture Flight" has been undersco-
ring the company's cultural alignment with diversi-
ty, valuing the unique perspectives of each person.
Through workshops and interactive actions, “Culture
Flight” has been helping create an environment whe-
re voices from all hierarchical levels can be heard
and respected.
EMpower Women
In 2024, the program dedicated to women's develop-
ment continued to support female leaders, in line with
the corporate goal of reaching 20% of women in the
company's senior leadership by 2025.
Embraer values each employee as part of its global suc-
cess and provides the necessary support for everyone
to perform their duties with a sense of belonging. In
2024, the company restated its commitment to a cultu-
re of diversity, expanded opportunities, and further im-
plemented strategic actions aimed at Diversity, Equity
& Inclusion (DE&I).
New opportunities were opened for supervisors, chosen
through voluntary applications. In addition, the program
included a mentoring stage conducted by leaders who
participated in the first class, which created a network of
support and exchange of important experiences for the de-
velopment of the company's leaders.
The program also addressed topics such as self-knowled-
ge, organizational power team development activities, and
management practices. These activities are intended to pri-
me participants for the corporate environment's challenges
and strengthen a culture that values diversity and equity.
Embraer continues to voluntarily be part of the 25by25 ini-
tiative carried out by the International Air Transport Asso-
ciation (IATA). By joining the program, which seeks to incre-
ase women's participation in aviation, the company restates
its commitment to increase the presence of women in le-
adership positions and technical roles by 25% by 2025. In
addition, the People Division’s VP has adhered to this goal
for overall leadership and technical positions.
The company participated in both national and interna-
tional events, including the Annual Conference of Women
in Aviation (WAI) in the United States, the 36th Annual
Conference of the International Aerospace Women’s As-
sociation (IAWA) in Ireland, and the event organized by
the Association of Women Aviators of Brazil (AMAB).
Social Tech Careers – 50+ Audience
Embraer carried out a special edition of the Social Tech
Careers program aimed at training people aged 50 and
over. The program supplied 185 scholarships, some of
which were earmarked for employees.
With a workload of 240 hours, distributed over 12
weeks, the participants had access to content on data
analysis, low code platforms, and Python programming.
In addition, they have developed technical skills focused
on expanding areas, such as artificial intelligence and
automation. The methodology followed the bootcamp
model, an intensive training that combines theory and
practice in an immersive environment.
Since its inception in 2021, Social Tech Careers has trained
more than 1,600 people from underrepresented groups,
including people with disabilities, black people, women and,
more recently, more senior professionals. In addition to the
technical qualification, participants are linked to Embraer’s
talent bank and partner companies, expanding their
opportunities to enter the technological sector.
Social
Commitment
Evolution of Embraer Culture
Diversity, Equity & Inclusion
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Global Diversity Calendar
Several efforts have been added to Embraer's global
diversity calendar in recent years, bringing visibility
to the company's Diversity, Equity & Inclusion (DE&I)
agendas. Accordingly, the company has started iden-
tifying and choosing significant dates for its operating
regions. Communication and awareness-raising initia-
tives, lectures, and conversation circles are held on
these occasions.
Many of these actions are carried out in partnership with
Embraces, Employee Resource Groups (ERGs) made up
of Embraer volunteer employees dedicated to welcoming
and furthering the debate on diversity, equity, and in-
clusion in the company. Embrace is part of the Diversity
Program and strengthens all initiatives and projects re-
volving around this topic.
In 2024, for example, Embrace Pride Week was held in
June, the LGBTQIA+ pride month. The program addressed
topics such as “Building Alliances: The Role of Leadership
in Promoting the LGBTQIA+ agenda.”
Inclusion of People with Disabilities (PWD)
Embraer conducted an internal census in 2023 to assess
the physical and digital accessibility conditions at its
facilities. The outcomes, released in 2024, are being used
to plan inclusion actions and structural improvements as
part of the new efforts planned for 2025.
Concomitantly, Libras (Brazilian Sign Language) training
was expanded to reach more employees, especially in
operational areas.
Managers also participated in specific training aimed at
fostering inclusive practices and contributing to a more
welcoming culture.
In partnership with Embrace Abilities, made up of volunteer
employees who exclusively discuss the inclusion of people
with disabilities, Embraer started offering the Sunflower
Lanyard, a symbol used by people with hidden disabilities.
Diversity Academy Portal
In 2024, to support Embraer's DE&I program, as well as or-
ganize and disseminate its initiatives, an internal page was
created that allows employees to access content, explore
learning paths, and expand their knowledge.
In 2024, Embraer received two important recognitions
that praise the quality of the work environment and ini-
tiatives aimed at valuing employees: the Great Place to
Work (GPTW) certification and the inclusion in Forbes’
World’s Best Employers 2024 ranking.
GPTW recognized Embraer's operations in Brazil, Chi-
na, the United States, France, and Singapore as role
models for excellence in the work environment. The
certification was granted based on a voluntary and
anonymous global survey, in which employees rated
aspects such as organizational culture, well-being,
and engagement.
Embraer was also included in the World’s Best Employers
2024 ranking, conceived by Forbes, highlighting the
best companies to work for worldwide. The survey was
based on independent surveys that collected opinions
from employees, relatives, and industry professionals,
Recognitions
recognizing organizations
that further well-being,
inclusion, diversity and
work-life balance.
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Girls in STEM
Embraer conceived the Girls in STEM (Science,
Technology, Engineering, and Mathematics) program
as part of the efforts to draw more women to technical
and technological careers. The initiative is aimed at
elementary and high school students participating
in lectures, workshops, and visits to the company's
facilities. The goal is to enlighten on the challenges
meanwhile encouraging and inspiring these young
women to consider careers in sectors traditionally
dominated by men.
Internship Program
A total of 663 vacancies were opened for technical and
higher education students throughout Brazil, through a
100% virtual selection process. The program provides
opportunities in remote, hybrid, and in-person models,
as well as benefits such as scholarships, medical
insurance,
dental
insurance,
and
transportation
vouchers. In 2024, 51% of vacancies were filled by
underrepresented groups, including women, black
people, and youth with disabilities.
Throughout the program, interns have the opportunity
to partake in internal projects aimed at improving the
company's processes. In addition, they are encouraged
to develop technical and behavioral skills.
Entry-Level Programs
Young Apprentice Program
In 2024, about 170 apprentices were hired to work in
technical and administrative roles in the units of São
José dos Campos, Botucatu, and Gavião Peixoto, all in
the State of São Paulo. Overall, 60% of vacancies were
filled by underrepresented groups, including women,
black people, and youth with disabilities.
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Training in Aeronautical Production
Embraer expanded its technical training initiatives by
supplying, free of charge, Aeronautical Production
programs, with an emphasis on Mechanical and
Electrical Engineering, for residents of São José dos
Campos, Botucatu, Caçapava, Jacareí, and São Manuel
(SP). The program is developed in concert with the
National Service for Industrial Learning (SENAI).
A total of 128 vacancies were opened, of which 30%
were reserved for women and black/brown people.
ESP – Engineering Specialization Program
In 2024, the 32nd class of the program provided 43
scholarships to engineers from different specialties to
join a new class of the Professional Master's Program in
Aeronautical Engineering. The new class was comprised
of 26% female engineers, in line with Embraer's social
commitment within its ESG strategy, which seeks to
contribute to the qualification and inclusion of women
in STEM careers.
Recognized by the Ministry of Education (MEC) and
lasting 18 months, the program has trained more than
1,700 students since 2001. The classes are taught in São
José dos Campos by professors from the Technological
Institute of Aeronautics (ITA) and Embraer professionals.
The average rate of hiring participants by the company
is 96%. The 33rd class of the program is scheduled to
start in February 2025 with 45 engineers.
PES – Software and Data Science Specialization
Program
In 2024, the 3rd class of the program provided 35
scholarships aimed at graduates in the area of Exact
Sciences. Lasting nine months, the training resulted
in 10 specialists in Data Science and 25 in Embedded
Software. This class had 34% women, in line with
Embraer's social commitment within its ESG strategy,
which seeks to increase diversity in the company's
entry-level programs.
PES is a non-degree graduate program carried out
remotely in partnership with the Federal University of
Pernambuco (UFPE) since 2022. To date, about 100
professionals have been selected by the program, which
has an employability rate of 95%.
The 4th class of the program will begin in March 2025,
with 30 professionals.
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Embraer has its own education brand, EMpower, ear-
marked for globally disseminating the learning culture,
in line with market trends.
Several educational solutions are provided, accessible
from anywhere, at any time, for all Embraer employees.
Currently, EMpower provides more than 4,000 training
topics, and in 2024, more than 900,000 training hours
were recorded and distributed in more than 6,000
classes. The average was 47 hours of training per
employee, encompassing 98% of the workforce.
In addition, Embraer has a platform dedicated to self
development, released in November 2023, which pro-
vides more than 24,000 courses on different topics.
Learn more in the Appendix of Indicators.
Occupational Health & Safety
In 2024, Embraer managed to cement the safety
issue as a strategic pillar, intensifying it in corpo-
rate daily life and reaffirming its commitment to
employee wellness. In the second half of the year,
there was an unprecedented reduction in the acci-
dent rate, reversing the historical trend of increase
in this period.
Such an outcome was achieved through more em-
phatic internal communication on risks and acci-
dents, the effective implementation of preventive
actions, and the high engagement of leaders in the
analysis and adoption of corrective measures.
EMpower was developed as a learning
environment that includes:
> Academies
EMpower
Embraer Learning Hub
> Corporate
Programs
> Learning
Platforms
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new
practices
into
their
routines,
including
the
implementation of genbas focused on operational safety,
and the application of Occupational Safety Dialogues with
teams. These actions fostered the preventive culture and
strengthened engagement at all levels of the company.
About 400 leaders started to envision specific goals of the
Safe Workplace Program directly related to safety.
Safety Culture Diagnosis
In 2023, a safety culture diagnosis carried out at Embraer
spotted opportunities for improvement in eight core
areas. In 2024, the company concentrated efforts on
three of them, regarded as priorities: risk perception,
organizational learning, and managerial commitment.
Thus, several initiatives were implemented to make
headway with these topics, including the revision of the
Golden Rules; the expansion of accident reporting, and
the implementation of the lessons learned process; the
strengthening and revitalization of the Safety Dialogues;
the structuring of the Safety Champions Committee;
the development of dissemination campaigns and
Safety First messages; and the implementation of
focused genbas by engaging all levels of leadership. The
reassessment of the diagnosis is scheduled for 2027
when the initiatives implemented will have matured and
yield concrete results.
Active Leadership
Regular meetings called “Let's Talk About Safety,” led
by VPs, organized discussions on safety with different
hierarchical levels throughout the year and monitored
the progress of initiatives focused on the issue.
Officers, managers, and supervisors have incorporated
Safe Workplace Program
Created
in
2018,
the
program
underwent
a
revitalization, incorporating training, campaigns, and
visual improvements. Now, employees, contractors,
and visitors can report hazardous conditions,
environmental situations, and unsafe behaviors
identified at the facilities in a simpler and more
streamlined way.
They only have to scan one of the QR codes available
at different points of the Embraer units or access
the platform through the desktop. The information is
recorded in a central system, allowing teams to take
immediate action to solve the problems identified.
The Safe Workplace is being integrated into a global
SAP management software, providing greater control
over indicators, processes, and non-conformities.
Well-Being Program
In order to reduce health risk factors, the program encourages
the adoption of healthy habits, providing tools that facilitate the
development of a more balanced lifestyle. Among the initiatives
are benefits such as access to gyms, sports events, including
street jogging, and nutritional monitoring, among others.
The Well-Being Program is aimed at employees, dependents,
and interns.
Learn more about the program in the Appendix of Indicators.
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Since its inception, the Embraer Institute has spurred
education and promoted social change in Brazil. With
more than two decades of experience, the institution
restates Embraer’s commitment, as its main sponsor,
to building a fairer and more inclusive country.
In 2024, the Institute has broadened its impact
through strategic partnerships and programs such as
Diverse Science, Climate Emergency, and Wings of
Kindness, connecting organizations and volunteers
to urgent causes. In addition, it maintains two full-
time high schools in São Paulo’s cities of São José
dos Campos and Botucatu, recognized for their high
approval rates in universities.
Throughout the year, inclusion, sustainability, and
strengthening educational training remained in focus,
ensuring concrete results for students, families, and
neighborhoods surrounding Embraer’s activities.
Embraer
Institute
of graduates have been accepted
into public or private universities
more than
85%
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Embraer Schools, located in São José dos Campos and
Botucatu, provide full-time secondary education, free
places for students from public and low-income schools,
and a share of paying students.
In 2024, more than 85% of graduates have been
accepted into public or private universities with full
Embraer Schools
Partnership with the Banco do Brasil Foundation
Throughout the year, the partnership between the Embraer
Institute and the Banco do Brasil Foundation incorporated
Social Technologies into the syllabus of Embraer Schools.
Students had access to theoretical content on climate
change, problem-solving, and social innovation, in addition
to developing practical projects aimed at community needs.
As a result of this work, 10 solar heaters were delivered
to 5 institutions in the neighborhoods of São José dos
Campos and Botucatu.
The pieces of equipment, developed by the students
themselves, are based on simple and low-cost materials and
allow heating water for taps and showers, reducing electricity
consumption by up to 30%. Overall, 300 households directly
benefited from the initiative.
scholarships, maintaining the institutions' standard of
academic excellence.
In addition to conventional subjects, Embraer Schools
develop projects intended to further the Sustainable
Development Goals (SDGs), declared by the UN in
2015. Thus, students are encouraged to seek innovative
solutions to global challenges, such as climate change.
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Science and Technology Olympiad (OCT, in Portuguese)
is an annual initiative of the Embraer Institute aimed at
public school students. Its third edition was earmarked
for girls, with more than 1,000 registered participants.
The purpose was to encourage female participation in
exact science careers and promote gender equity in the
technological field.
Registration was free for 7th and 8th grade students
from 13 cities in São Paulo. The winners received me-
dals and certificates. The initiative expands develo-
pment opportunities and prepares young women for
careers in STEM (Science, Technology, Engineering
and Mathematics).
Science and Technology
Olympiad for Girls
Revoar Program provides financial and psy-
chological support to talented young peo-
ple from Embraer Schools approved in the
best public and private universities with
scholarships.
Funding comes from voluntary donations from
the company's employees.
Revoar
Program
Mini Glider Challenge is an initiative of the
Embraer Institute in partnership with Eve Air
Mobility. The project provides workshops for
students in the 8th and 9th grades of public
elementary school, in which they learn to build
and test mini gliders.
The experience allows first contact with engi-
neering and aviation concepts, while also en-
couraging teamwork and creative thinking. In
2024, the final competition brought together
more than 100 participants from São Paulo’s
cities of São José dos Campos, Gavião Peixoto,
Botucatu, and Taubaté.
Mini Glider
Challenge
The initiative
benefited
young people
in 2024
45
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Diverse Science, a program of the Embraer Institute,
continued in 2024 with its efforts aimed at technological
training and social inclusion. In partnership with
Toti Diversidade, an online platform that spurs on
the inclusion of refugees and migrants, and Instituto
Verdescola, an NGO aimed to further educational and
social development, the program carried out initiatives
intended for vulnerable groups, creating opportunities in
areas such as Science & Technology.
In São Sebastião, the project "Ciência Delas", carried
out with Verdescola, was intended to qualify girls in
environmental education, science, technology, and
entrepreneurship. In this project, participants learned
how to recycle plastic collected from beaches, turning it
into filaments for 3D printers. In addition, they created
sculptures of sea animals, thus combining social and
environmental impact with the development of new skills.
The partnership with Toti Diversidade provided online
full-stack programming courses for refugees, expanding
the qualification and technology market employability
opportunities. Diverse Science selected 60 participants
in 2024, of whom 38 successfully completed the
training, contributing to the inclusion of historically
underrepresented groups in high-demand areas.
Diverse Science
In 2025, the fourth edition of Diverse Science will
continue to focus on women, LGBTQIA+ people,
blacks and browns, and people with disabilities.
In addition, it will continue to fund projects by Civil
Society Organizations (CSOs) in Science, Technology,
Engineering and Mathematics (STEM).
The goal for next year is that at least 70% of the
audience served belongs to these groups. Approved
initiatives will be continuously monitored and assessed
based on criteria such as social impact, innovation, and
transformation potential.
The Embraer Institute volunteer program organizes its
actions through the Wings of Kindness platform, whi-
ch connects employees to educational and social pro-
jects developed by Civil Society Organizations (CSOs).
In 2024, more than 500 people volunteered in
activities such as mentoring, site visits, and projects
at Embraer Schools. The efforts can be carried out in
person or online and underscore the role of employees
in supporting educational and social development in
the neighborhoods surrounding Embraer’s activities.
Wings of Kindness
The mentoring program Accelerating Careers, carried
out in partnership with Instituto Joule, connects
Embraer mentors to young students in the STEM areas.
Since its inception, the program has benefited
more than 220 young people, providing mentoring
meetings that facilitate the exchange of experiences
and knowledge between mentors and students.
Accelerating Careers
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Created in 2022, the Embraer Institute's Climate
Emergency
program
is
targeted
at
providing
humanitarian aid to neighborhoods impacted by
disasters associated with extreme weather events. In
2024, the initiative played a key role in the response
to floods in the State of Rio Grande do Sul, one of the
most serious emergencies of the year in Brazil.
The intense rains affected more than 114 cities,
leaving thousands of people homeless, many in
extremely vulnerable situations. To support these
neighborhoods, the Embraer Institute joined efforts
with the NGO World Vision Brazil. The operation
included the shipment of 2 KC-390 aircraft loaded
with supplies and three carrying donations.
More than BRL 1 M were raised and converted into
120 tons of essential supplies, including basic food
baskets, hygiene kits, and cleaning materials. More
than 40,000 people were directly benefited, especially
with psychosocial care for the impacted families.
Climate Emergency
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The Embraer Foundation, created to deepen and expand
Embraer's Corporate Social Responsibility initiatives in the
United States, has been operating for seven years with the
aim of furthering social and environmental development
through community engagement and educational projects.
About 20% of Embraer employees utilize the company's be-
nefit Tempo Livre Voluntário (Voluntary Free Time), intended
to dedicate more than 3,000 hours of service to more than
400 community organizations in the United States.
Embraer Foundation
Volunteering Incentives
Embraer employees are encouraged to spot opportunities to
support community organizations and to engage other em-
ployees in voluntary actions through the IVOLUNTEER program.
Annually, up to USD 10,000 is allocated to these initiatives,
which allows the beneficiary organization to acquire the ne-
cessary resources to accomplish projects.
Supporting Neighborhoods
In 2024, the Embraer Foundation further bridged rela-
tionships between Embraer and neighborhoods by suppor-
ting more than 400 organizations facing mixed challenges
in the regions where their employees live. Each year, the
Black Pilots of America
For more than 25 years, Black Pilots of America (BPA)
has provided aviation education and training to youth
from underrepresented neighborhoods in the United
States. The organization provides scholarships to Les
Morris Summer Flight Academy, where students take
flight theory and practice classes.
>
> Women in Aviation International (WAI)
For more than 30 years, Women in Aviation Interna-
tional (WAI) has been working to expand women's
participation in the aerospace industry. The Embraer
Foundation supports the organization of events such
as the WAI Annual Convention and Girls in Aviation
Day, which connects student girls and seasoned
aviation industry professionals.
Embraer Aviation Day
In 2024, more than 500 students participated in an im-
mersive experience at Embraer's facilities in Nashville,
Fort Lauderdale, and Melbourne. Held in partnership
with Captain Barrington Irving and the Flying Class-
room, the initiative carries out Tech Talks with industry
experts, hands-on STEM activities, and guided tours in
Production, Painting, and Maintenance.
foundation chooses programs and projects in the US for
(e)NVEST, with a view to fostering initiatives in education,
housing, food insecurity, and workforce development.
Purposeful Paths
Through the Embraer Foundation, the company supports pro-
grams that kindle the interest of young people in aviation, and
introduce them to opportunities in the area, meanwhile increa-
sing the access of underrepresented talent. The following pro-
jects are representative of the 6 initiatives sponsored:
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Highlights in Corporate Transparency
and Operational Efficiency
In 2024, Embraer was recognized by the National
Association
of
Executives
(ANEFAC)
with
the
Transparency Trophy. In addition to ranking among the
10 most transparent companies for the 23rd year, in this
edition, the company was chosen as the company with
the most transparent financial reporting in Brazil among
those with net revenue above BRL 20 B.
Embraer seeks to ensure the highest level of corporate
integrity and ethics in all its businesses.
The corporate governance model adopted covers business
management focused on sustainable growth, meeting the
standards of the Brazilian and international markets.
Embraer seeks to continuously improve its corporate
governance instruments, such as internal regulations
of the advisory committees, policies, internal rules, and
the Code of Ethics and Conduct.
Embraer has a thoroughly established Compliance
program, developed to ensure that all company acti-
vities are conducted in compliance with laws, regula-
tions, and internal policies.
Compliance Program Pillars
Ethics and Compliance
> Corporate Governance (Anti-Corruption)
> Risk Management
> Policies and Procedures
> Training and Communication
> Helpline
Strengthening the company's commitment to the best
corporate governance practices, the company maintains
a continuous process for improving governance instru-
ments and the Board of Directors. This includes upda-
ting the internal regulations of the advisory committees,
as well as reviewing and improving institutional policies,
and the Code of Ethics and Conduct.
In the supply chain, Embraer was recognized at the
Procurement Success Summit 2024 (PSS) in China,
where its program received awards in the categories of
Process Innovation and Procurement Ecosystem.
Commitment
to Governance
Also in 2024, Embraer won the International Award
for Business Excellence and was recognized at the
6th edition of the Global KAIZENTM Award. The award
recognizes the best practices of business excellence,
aimed at efficiency gains and greater generation of value
for society. This was the first time a Brazilian company
won first place in the award.
> Monitoring and Assessment
of Compliance Risks
> Compliance in Relationships
with Third Parties
> Audit and Continuous Improvement
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Since 2007, Embraer has adopted the LEAN philosophy
as a business strategy that disseminates the tenets,
concepts, and practices of P3E – Business Excellence
Program. This program is responsible for bringing
about transformations in an integrated way, providing
means for the entire company to make leaps towards
improving its processes. This system of excellence
aims at safety first, quality always, deliveries on time
and at the best cost.
Learn more in the Appendix of Indicators.
Quality Culture
Embraer believes that a strong culture is essential for
achieving excellence in quality. To continuously foster
this culture, the company has implemented several
initiatives. These include biweekly discussions with
teams, dedicated Quality Weeks for production plants,
and visual communication campaigns that emphasize
safety and quality principles. Additionally, an online
event is held as part of the Operational Safety and
Quality Week for the entire company.
In 2024, this event had 8 trainings, from speeches to
case studies, and more than 3,600 participants among
Embraer’s employees. In an effort to enhance the focus
on Safety and Quality within the company, several
initiatives were implemented throughout the year. These
included the 1st Global FOE (Foreign Object Elimination)
Week, which took place simultaneously at eight
Embraer locations and trained over 4,000 employees.
Additionally, the Event Cultura de Excelência (Excellence
Culture) was organized for the company's leaders in the
vice-presidency of operations. There were also weeks
dedicated to accident prevention reporting across all
units, a LEAN Transformation Week focused on quality,
and two Global Kaizen Quality Weeks.
In the second half of 2024, the Safety First and Quality
Always campaign was started, aiming at furthering the
focus on Safety and Quality, in which genbas were carried
out with the presence of the CEO, VPs, and officers of the
entire company.
In addition, the company listens to clients to understand
their needs and always seeks to exceed expectations.
All this work led the company, in 2024, to be recognized,
according to a customer satisfaction survey published
by Aviation International News (AIN) and PRO PILOT
magazines, for another year at Embraer Executive Jets.
Operational
Safety &
Product
Quality
Safety First and
Quality Always
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Implementation of Safety
Management System (SMS)
Embraer has completed the implementation stage of the
Operational Safety Management Systems (SMS – Safe-
ty Management System) on a voluntary basis, within its
largest operations in the Engineering and Manufacturing
areas. These implementations were based on the training
of more than 12,000 employees and the deployment of 8
Operational Safety Committees.
IASS BRAZIL
The 77th edition of the International Aviation Safety Sum-
mit (IASS) was held in November 2024 in Rio de Janeiro.
The event is considered one of the most important in in-
ternational civil aviation and brought together more than
350 representatives from 50 countries, including Opera-
tional Safety experts, industry leaders, and aviation pro-
fessionals from all across the globe.
The objective of the meeting was to exchange in-
formation and learn about new practices in issues
pertaining to operational safety, training, risk mana-
gement, human factors, maintenance, and enginee-
ring in civil aviation. Embraer opened the event with
the speech of President and CEO Francisco Gomes
Neto, and several of its professionals participated
through lectures and leading debates over the sub-
sequent days.
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35
Technology &
Innovation
35
Technology & Innovation
Embraer enters into technological cooperation agreements
to accomplish pre-competitive research & development
projects with companies, universities, institutions, and re-
search centers in Brazil and abroad. Such collaborations
may or may not have the support of development agencies.
In 2024, Embraer signed 20 cooperation agreements.
Notably, one of these agreements was with the Fi-
nancing Agency for Studies and Projects (Finep) and
the Ministry of Science, Technology, and Innovation
(MCTI). This partnership focuses on the development
of technologies for sustainable aviation, with a total
Flymov is an engineering research center dedicated to
innovation in air mobility, created in 2023 by Embraer
in partnership with the Technological Institute
of Aeronautics (ITA) and the São Paulo Research
Foundation (FAPESP).
In the last year, the center has advanced in research ai-
med at sustainable air mobility. In September, it presen-
ted outcomes of studies focused on electric flight sys-
tems, energy efficiency, and autonomous technologies.
In addition, it has made available 33 PhD and postdoc-
toral spots in areas such as advanced aerodynamics, au-
tonomous systems, cobots, additive manufacturing, and
hydrogen in aviation, contributing to the specialization
of professionals with the potential to drive innovation in
the aerospace industry.
Technological Cooperation Agreements
for Pre-Competitive R&D
Flight and Mobility Innovation Center (Flymov)
Event to celebrate the agreement between Embraer and FINEP, with the participation of MCTI
investment of BRL 126.7 million. Half of this funding was provi-
ded by Finep as an economic subsidy, through resources from
the National Fund for Scientific and Technological Develop-
ment (FNDCT), while the other half was contributed by Embraer.
In 2024, Embraer honed in on the Silent Aircraft program,
which achieved a reduction of up to 65% in noise and
85% in carbon emissions with the use of sustainable
aviation fuel (SAF).
The program’s progress also led to Brazilian scientists
Micael Carmo and Fernando Catalano being selected as
finalists for the European Inventor Award, granted by the
European Patent Office (EPO). The two represented, res-
pectively, the teams of Embraer and the research cen-
ters coordinated by the University of São Paulo (USP).
Silent Aircraft
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Innovation Culture
In addition to financial investments, Embraer invests in the
continuous strengthening of its innovation culture as a ca-
talyst for new ideas and solutions. Throughout the year, dif-
ferent initiatives were carried out to stimulate creativity and
recognize internal talents.
Innovation Month
In September, Embraer carried out a string of weekly
events focused on innovation, including Innovation Day,
the Marathon Startup Program, the Embraer Technology
and Innovation Seminar (SETI), and HackaEmb. Overall,
the initiatives recorded more than 18,000 online acces-
ses and 3,000 in-person participations and recognized
140 innovators for their contributions.
Innovation Day
The event, broadcast globally to all employees, brought
together employees to discuss innovation and foster new
ideas for the future of aviation, inspired by the topic of
the company's Innovation Verticals.
Marathon Startup Program
The initiative seeks to select startups that can solve
the challenges mapped at Embraer and discuss inno-
vations and ways to increase the efficiency of processes
in various sectors of the company. In 2024, 10 Brazilian
startups presented solutions to improve Embraer's ope-
rational efficiency.
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HackaEmb, Embraer's innovation and technology event,
brings together employees and Embraer School students
to create solutions to real company challenges. In 2024,
the competition received 165 registrations for the develo-
pment of new applications with Microsoft Copilot.
In addition to the competition, the effort included a
social action in favor of Associação Missionária Mãos
Ativas, resulting in the donation of 360 kg of foodstuff
and 160 toys.
Learn about other social actions.
SETI (Embraer Technology and Innovation Seminar) is
an internal event in which employees present articles
that cover Embraer's thematic areas. In 2024, the ini-
tiative celebrated its 10th edition, with more than 300
The initiative aims to include, communicate, and en-
courage engineering employees on innovation fronts
such as job rotation (opportunity to garner experience
in other areas of the company through temporary allo-
cations), internal information podcast (podcast “Modo
avião"), innovation encouragement and recognition
groups (innovation groups), and training of people in
innovation at operational and leadership levels.
For ten years, this intrapreneurship program has en-
couraged employees to present ideas, besides provi-
ding time and resources to develop the chosen pro-
jects. In 2024, 20 initiatives with greater business
potential received investment and are in the execu-
tion phase.
Embraer was present on the main stages of the confe-
rence, held in Rio de Janeiro, with debates on technology
and air mobility. One of the highlights was eVTOL, the
subject of a presentation and an interactive experience
with augmented reality glasses. Visitors were able to get
a preview of what the flight will be like in the new vehicle
under development by Eve.
For the second year in a row, Embraer and Eve led dis-
cussions on innovation and sustainability in aviation
during the South by Southwest (SXSW) in the United
States. One of the main topics covered was how the cor-
porate world can build the future without losing focus on
current market demands.
HackaEmb
Embraer Technology and Innovation Seminar (SETI)
Green Light
Spread Innovation
Web Summit Rio
External Innovation Events
SXSW
Boa Ideia
Created in 1988, Boa Ideia is a tool for incremental innovation
and continuous improvement of P3E. It encourages employe-
es to suggest process improvements, with a focus on cutting
costs and increasing productivity. Suggestions should be
aligned with the Safety, Quality, Environment, and Financial
criteria.
In 2024, more than 8,000 ideas were recorded.
articles presented and 97 inventors recognized for their
contribution to 56 patents.
Kaizen
It is a Lean thinking methodology that seeks conti-
nuous improvement through small daily changes that
generate large impacts over time. Its goal is to im-
prove quality, productivity, safety, and culture in the
workplace. The implementation of Kaizen takes place
through intensive workshops, which identify waste in
processes and apply improvement solutions. In 2024,
more than 2,000 Kaizens were started, and 26 Kaizen
Weeks performed.
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Awards
In the Valor Inovação award, granted by the newspaper Valor Econômico, Embraer was chosen as one of the most
innovative companies in Brazil. Since the creation of the award, the company has become the biggest winner
among all participants.
In the Capital Goods category, Embraer had nine victories in a row, the most recent in 2024.
In the overall ranking, it was nine times among the ten most innovative brands and ranked first in five editions.
In addition to this recognition, Embraer's innovation was also awarded by other institutions in the last year:
Embraer's
Technology
and
Innovation
division,
Embraer-X, engages with innovation ecosystems and
creates new disruptive businesses for Embraer. The
innovation verticals are the company's strategic priorities:
Zero Emission, Artificial Intelligence, Data Science and
Cybersecurity, Industry 4.0, Airframe Competitiveness,
Autonomous Flight, and Passenger Experience.
In 2024, Embraer's startup accelerator partnered with
the Sustainable Aero Lab in Germany to encourage the
development of projects aimed at the energy transition
in air transport.
Embraer-X also started collaborating with Greentown
Labs, the largest climate technology incubator in North
America, connecting 200 startups to the sustainable
innovation ecosystem.
Embraer-X
> The Valor Inovação Award granted Embraer the
highlight in the capital goods sector, awarding it with
1st place in the sector.
> The International Council of Aeronautical Sciences
awarded Embraer the von Karman Award for
International Cooperation in Aeronautics. Find out more.
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2024 annual report
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> environmental indicators
> technical references and materiality
> index
> content summary
> governance indicators
40
Business
Units
40
In 2024, Embraer expanded its global presence with
new deliveries and agreements. For the first time, it
signed purchase orders with Mexicana de Aviación
and Virgin Australia(1), expanding its operations to
strategic markets.
The year also marked the delivery of the first aircraft
to Scoot, a subsidiary of Singapore Airlines, which
started operating E2 models in the Asia-Pacific
region.(2) In addition, companies such as Azul, Luxair
and LOT Polish Airlines (the first to operate an E-Jet,
in 2004) placed new orders.(3)
Overall, Commercial Aviation delivered 73 aircraft
in 2024, generating USD 2.2 B in revenue (see other
indicators). Embraer maintained its leadership in
the segment of commercial jets of up to 150 seats
and continues to explore growth opportunities,
especially in regional routes and connecting flights
between small and medium-sized airports.
Commercial
Aviation
aircraft in operation
airlines
countries
+2,400
170+
90+
(1): Companies with which Embraer entered into purchase orders for the first time in 2024
(2): Companies that already had purchase orders signed in previous years and received their
first aircraft in 2024
(3) Companies that are already clients and placed new orders in 2024
Learn more >
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The E-Freighter was one of Embraer's Commercial
Aviation highlights in 2024. During the year, the model
was approved by the aeronautical authorities of Brazil
(ANAC), the United States (FAA), and Europe (EASA).
The efficiency of its development has been proven by
becoming the fastest passenger-to-freighter conver-
sion program to be completed, taking just over two and
a half years from conception to triple certification.
Designed to meet the demands of e-commerce, the
model stands out for providing 40% more cargo capaci-
ty and three times more range compared to turboprops
used in air logistics.
In addition, its operating costs are up to 30% lower
than those of narrowbody models.
Embraer made headway with the concept of sustainable
Energia aircraft in 2024. The company expanded research
to include 50-seat planes in the program in addition to
the 30-seat models.
The studies were also expanded to assess the use
of hydrogen or dual-fuel turbines, which add to the
exploration of hybrid, electric, and fuel cell technologies.
One of the Energy models is expected to achieve techno-
logical readiness in the next decade, in line with the goal
of net-zero carbon aviation by 2050.
See all the initiatives on this front.
Embraer delivered 47 E2 jets in 2024, thus esta-
blishing the series as the most efficient in the cate-
gory. Single-aisle models are recognized as the most
sustainable new-generation jets on the market, owing
to lower fuel consumption and low levels of carbon
dioxide emissions.
E195-E2, Embraer's largest commercial aircraft,
received recent upgrades that raised its fuel
efficiency from 10.0% to 12.5%, compared to its main
competitor. In addition, it is considered the quietest
in its class, making it an effective solution in the face
of regulations aimed at reducing noise pollution in
large urban centers.
The improvements were driven by an update package
announced during the Farnborough Airshow in England
– one of the premier events in global aviation. In E2, new
features include more efficient engines, innovations in
piloting technology, a new connectivity system, and in-cab
optimizations, allowing for the addition of an extra row
of seats. Fuel consumption has also been reduced,
drawing attention to the E2 as the most efficient
option in the segment. As for E1, upgrades bring larger
internal luggage racks, a new lighting system, more
connectivity options, and new seat models. Many of
these innovations have already been incorporated as
standard or are available as customization options,
while others are still in the implementation phase.
New Certifications in Freight Forwarding
Energy Line Flying High
E2 Series: The Most Sustainable in its Category
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Executive
Jets
Embraer Executive Jets posted a record revenue
in 2024, totaling USD 1.7 B. The number of deli-
veries was also significant, reaching 130 aircraft,
the highest volume in the last 14 years and the
second highest in history.
Embraer's business jets continue to draw new
clients, driven by productivity gains and travel
efficiency. The company maintains its prominent
position through technological innovation, ope-
rational quality, and the ability to serve different
profiles and markets. With this growing demand,
the unit already has a full backlog until 2026.
Check out other results.
countries since 2000
jets delivered
+1,900
+70
Phenom 300 series models have maintained their po-
sition as sales leaders among light jets for the 13th
year in a row, according to the General Aviation Ma-
nufacturers Association (GAMA). The performance
of the line had a significant impact on the positive
results of 2024.
Phenom 300 Remains in the Lead
Learn more >
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In addition to the Phenom 100 and Phenom 300 mo-
dels, Embraer's business jet portfolio includes Praetor
500 and Praetor 600. Recognized for their technology,
both have sophisticated and intuitive avionics systems.
The unique turbulence reduction capability and the
5,800-foot cabin altitude and silent environment set a
new standard in the customer experience in the mid-si-
ze and super-midsize categories.
The range is also an edge. The transcontinental Praetor
500 flies up to 3,340 nautical miles (6,186 km), enabling
direct travel within North America, such as Miami-Se-
attle and Los Angeles-New York. Praetor 600, of the
intercontinental category, reaches 4,018 nautical miles
(7,441 km), allowing non-stop routes such as São Paulo-
-Miami and London-New York.
The company took another step toward decarbonizing
aviation by concluding its first clean energy purchase
agreement in the United States in 2024. The electrici-
ty purchased will be used to meet the demand of the
service center of Executive Jets in Melbourne, Florida.
Learn more at Environmental Commitment.
Avionics and Range are Competitive
Strengths of Praetor Models
Solar Powered Operation
Embraer Executive Jets posted increased sustainable
aviation fuel (SAF) consumption in 2024 after
expanding its partnership with the American company
Avfuel. Over the year, approximately 760,000 liters of
SAF were purchased, accounting for an increase of
more than 500% compared to 2023.
Continued investment in SAF underlines the company's
commitment to reducing current emissions and moving
the industry closer to its net-zero carbon emissions
target by 2050.
SAF Use Boosted by More Than 500%
Phenom 100EX, Executive Jets's latest model, had
its first deliveries in early 2024. The new version
incorporates Embraer's design DNA, allowing an
enhanced experience for pilots and passengers.
Among the main strengths of the model are operational
versatility and intuitive technology, which allows
flights with only one pilot. The jet stands out for its
superior comfort within its class and environmental
efficiency, being recognized by pilots, owners, and
training schools for its reliability. The spacious and
modern cockpit, equipped with advanced avionics,
provides practicality and comfort during flights.
Phenom 100EX was presented in Latin America during
LABACE 2024, the largest business aviation event
Phenom 100EX Arrives in Latin America
With the longest range and speed in its class, the
Phenom 300 has established itself as one of the
industry's most successful and desired jets. Its
performance, comfort, and technology combination
strengthens its position in all market segments. In
addition, the Federal Aviation Administration (FAA)
pointed out the model as the most-flown business
jet in the United States in 2024, recording more than
370,000 landings and takeoffs throughout the year.
in the region, held in São Paulo. The following month,
the first delivery to a client in Brazil took place in
September. The country is the world’s second-largest
business aviation market, and the Phenom 100 family is
the most used in the country, amassing more than one-
quarter of the domestic fleet.
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Defense & Security
The internationalization process of the Defense & Se-
curity unit resulted in strategic advances in 2024. Fo-
cusing on commercial expansion and contract execu-
tion, the area achieved revenue of USD 721 M, posting
a growth of 55%.
The opening of Embraer Defense & Security's new Eu-
ropean office in Portugal foregrounds the company's
presence in the international market. It leverages the
development of partnerships in the NATO (North Atlan-
tic Treaty Organization) environment.
In 2024, the KC-390 Millennium reached the mark of 10
countries that acquired or chose the aircraft for their
fleets: Brazil, Austria, South Korea, the Netherlands,
Hungary, Portugal, and the Czech Republic, in addition
to an undisclosed client that formalized its acquisition.
Meanwhile, Slovakia and Sweden announced the selec-
tion of KC-390 and began negotiations for its purchase.
Overall, 13 KC-390 Millennium aircraft were sold to 4
countries yearly. Out of the contracts signed in 2024,
KC-390 Millennium
in 2024
KC-390 Millennium
aircraft sold
A-29 Super Tucano
continues as global leader
units
ordered
13
290
4 countries
Learn more >
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A-29 Super Tucano
In 2024, 29 A-29 Super Tucano aircraft were sold to 5
countries. One of the year's milestones was the first sale
of the A-29N version, set up to meet NATO standards.
The buyer was Portugal, ordering 12 units of the new mo-
del. Months earlier, Embraer had already announced the
sale of 1 A-29 Super Tucano aircraft to Uruguay, coupled
with 5 purchase options to be exercised in 2025, in addi-
tion to the negotiation of 6 units for Paraguay. At the end
of the year, 6 more aircraft were acquired by an undisclo-
sed client, and another 4 units were negotiated with an
African Air Force.
With more than 290 units ordered in 20 countries, Su-
per Tucano remains the leader in its category in the glo-
bal market.
In addition, Embraer made headway in studies with the
Brazilian Air Force (FAB) to modernize the fleet of Super
Tucanos in operation in Brazil. The project, announced
during the Paris Air Show, foresees improvements in
avionics, sensors, and communication systems.
During the floods in Rio Grande do Sul, the aircraft
was used to transport food, drinking water, and
other basic necessities for victims. In addition, the
freighter was operated in firefighting in the Amazon
and Pantanal, underscoring its versatility in disaster
response operations.
In international operations, the KC-390 was also
employed in the rescue of Brazilians and their families
in Lebanon during the armed conflicts in the region.
In Brazil, the KC-390 Millennium played a key
role in emergency missions:
Emergency Support
Austria and the Netherlands have purchased 9 aircraft
in a joint negotiation. The Czech Republic has purcha-
sed 2 aircraft, accompanied by a support and training
package for its military forces. A new undisclosed client
purchased 2 aircraft, including a training and support
package, in addition to the spare parts supply.
Sweden announced the choice of KC-390 to streamline
its military fleet, demonstrating confidence in the model
as a versatile and efficient solution. Slovakia has forma-
lized a letter of intent for the negotiation of 3 aircraft.
In India, Embraer and Mahindra Defence Systems have
signed a Memorandum of Understanding (MoU) to co-
operate in meeting the requirements of the Indian Air
Force as part of its upcoming Medium Transport Aircraft
(MTA) procurement project.
In 2024, Embraer delivered 3 aircraft to 3 different clients
(Brazil, Portugal, and Hungary), adding up to 10 KC-390s
in operation. The Hungarian aircraft was the first in the
fleet furnished with an Intensive Care Unit for medical
and humanitarian missions.
In addition, Embraer entered into an MoU with the Bra-
zilian Air Force (FAB) to deepen collaborative studies
aimed at expanding the capacity of KC-390 Millennium
in Intelligence, Surveillance, and Reconnaissance (ISR),
focusing on Maritime Patrol missions.
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Radars and Ground Systems
In 2024, two new strategic agreements have been execu-
ted. The first, signed with the Brazilian Army, provides for
the delivery of a SABER M200 Vigilante radar unit. The
second, signed with the Funding Authority for Studies
and Projects (Finep), covers the completion of the new
technologies that will be incorporated into the SABER
M200 Multimission radar.
Within the scope of Phase 2 of SISFRON, the completion
and delivery of two Transportable Command and Control
Centers to the client stand out. In addition, the Technical
and Operational Assessment of the SENTIR M20 Ter-
restrial Surveillance radar was completed as part of the
agreement entered into in 2022 with the Brazilian Army.
Atech
Atech works in the development of complex systems, so-
lutions for critical missions, and technologies to support
decision-making. Its goods and services play a strategic
role in the programs of the Brazilian Armed Forces.
In 2024, Atech executed five new agreements aimed at
the development, streamlining, and implementation of air
traffic control systems in Brazil in partnership with DECEA.
In addition, the contract for Phase 3 of the Urban Air Traf-
fic Management System, developed in concert with Eve Air
Mobility, was signed.
Defense projects also advanced throughout the year.
In the DACOM program, progress has been made in mo-
dernizing the Brazilian Air Force's Air Defense System. Me-
anwhile, the Brazilian Navy's LABGENE (Nuclear Power Ge-
neration Laboratory) reached an important milestone with
the delivery of the Reactor Power Control Rod Position Indi-
cation System, as well as the factory readiness of the Plant
Control and Safety Systems, which are now moving into the
integration and testing phase.
Subsequently, Atech advanced the Tamandaré Class
Frigates program, accepting the system and starting the
commissioning of the integrated management of the pla-
tform on the first ship. The Combat Management System
factory test was also completed, in addition to the readi-
ness of the integration and commissioning laboratory at
the Atech unit in Rio de Janeiro.
Visiona
Visiona is a joint venture made up of Embraer Defen-
se & Security and Telebras with a view to becoming the
reference company in the integration of space systems
in Brazil. In 2024, it has accomplished all the goals for
VCUB1, the first Earth Observation and Data Collection
satellite designed by the domestic industry. The mis-
sion was declared a success, with the release of the
first images collected by the satellite and the validation
of the systems, some of them unprecedented in Brazil.
All Preliminary Design Reviews of the Very High Reso-
lution Satellite (SATVHR) subsystems have been com-
pleted, exceeding 50% of program completion.
Águas Azuis
The Tamandaré Class Frigates Program is a partnership
between the Brazilian Navy and SPE Águas Azuis, a Spe-
cial Purpose Company formed by Embraer, Atech, and
thyssenkrupp Marine Systems, managed by EMGEPRON.
Of the total of four frigates contracted, three are already
under construction.
In June 2024, the keel laying ceremony for the second friga-
te, the "Jerônimo de Albuquerque" (F201), took place. Less
than two months later, the launch ceremony for the first
ship of the class, the Frigate "Tamandaré" (F200), was held.
This event was attended by the President of the Republic,
as well as officials from the Armed Forces and the Brazi-
lian Government, along with international representatives.
At the end of the year, production of the third frigate, F202
“Cunha Moreira,” began.
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Services & Support
Embraer Services & Support maintains its expansion
pace, cementing its status as one of the company's
main growth pillars for the coming years. With revenue
of USD 1.6 B in 2024, the unit combines operational
excellence, a focus on customer experience, and new
solutions to supply services adaptable to different
aviation needs.
The business unit has been expanding its international
Maintenance, Repair, and Overhaul (MRO) network
over the last year. In Europe, Embraer announced
the expansion of its capacity in Le Bourget (France),
doubling the structure dedicated to Executive Jets.
The new facility will feature an energy-self-sufficient
hangar designed to operate with low carbon emissions.
In the United States, a new service center was
announced at the Perot Field Alliance Airport in Fort
Worth (Texas) to keep pace with the growth of the
E-Jets fleet in the region. Operations will begin in the
first quarter of 2025, with the construction of a second
hangar scheduled for 2027.
Embraer announced the expansion of the Portuguese
subsidiary OGMA, specialized in MRO, with a contribu-
tion of € 90 M. The investments will be mainly aimed at
adapting the Super Tucano and KC-390 aircraft to NATO
standards. Find out more.
In 2024, OGMA opened a plant for the maintenance of
Pratt & Whitney engines, certified to serve Embraer and
Airbus jets. With these expansions, OGMA's revenue is ex-
pected to reach € 600 M in the coming years, tripling its
current revenue.
Closer to Clients, From East to West
OGMA's revenue to triple
As part of its partnership model, Embraer presented a
new service option for Executive Jets’s clients in Europe,
Africa, and the Middle East. These operators can now
rely on the services of Gama Aviation's MRO center in
Bournemouth, UK.
In the Asia-Pacific region, the expansion included
the certification of SIA Engineering Philippines as an
authorized service provider for E2 jets. In Singapore,
Fokker Services was accredited to serve the first
generation of E-Jets.
authorized service centers and
around the world
More than
80
12 owned units
Learn more >
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Expansion of Full-Flight Simulators Network
The global network of flight simulators is expanding.
In 2024, Embraer CAE Training Services (ECTS), a joint
venture formed by CAE and Embraer, released the
first E2 simulator in the Asia-Pacific region. Located in
Singapore near Changi Airport, the new equipment was
developed to support E-Jets operators in the region.
For Executive Jets, ECTS has launched a new full flight
simulator for Phenom 300 in Burgess Hill, UK. In addition,
in the Netherlands, a new full-flight simulator and an
instruction station for the loadmaster, both developed in
partnership with Rheinmetall, came into operation.
Pool Program Allows Savings and Ensures
Predictability
In 2024, LOT Polish Airlines and Air Serbia joined the Pool
Program, expanding the service's customer base. Since
2023, more than 180 E-Jets from 66 companies have
joined the program.
The solution provided by Embraer allows operational cost
reduction, through special conditions in the procurement
of the service package. In addition, the program allows
greater predictability since it defines in advance the pe-
riods in which each aircraft needs to be on the ground
for maintenance.
Operation is Awarded in the United States
Embraer's new MRO center in Fort Worth, Texas, was
recognized by Business Facilities as a 2024 Impact
Award winner in the Advanced Manufacturing category.
The award highlights projects impacting the region,
considered one of North America's main aerospace
and defense hubs.
The company also received the Laureate Award, gi-
ven by the Aviation Week Network, in recognition of
the operational efficiency of the Nashville, Tennessee,
MRO. Since 2008, the unit has performed maintenance
on over 4,000 aircraft, including 2,500 heavy overhauls.
The operation was awarded for the implementation,
in 2024, of a digital system that furnished technicians
with more than 500 electronic devices, thus elimina-
ting the use of paper and speeding up processes. With
this innovation, activities that previously took days be-
gan to be completed in a few hours. In addition, the
use of printed documents was reduced by 85% in the
annual comparison.
Embraer plans to expand this technology to other main-
tenance centers in the coming years.
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Agricultural Aviation
Ipanema is the only series-produced agricultural
aircraft worldwide to operate on biofuel. In 2024, 20
years have passed since its certification to fly with
ethanol. Over this period, using sustainable fuel helped
avoid the emission of more than 28 million tons of CO2
into the atmosphere.
Since 1969, Embraer's Agricultural Aviation has
delivered more than 1,600 aircraft, of which about 780
operate on ethanol. Most – approximately 510 units –
correspond to aircraft produced with engines originally
developed for this fuel. In addition, older versions,
originally powered by gasoline, can be converted to
operate more sustainably using ethanol.
Embraer made the first sale of Ipanema through
Fundo Clima, a BNDES financing program aimed at
encouraging decarbonization in agricultural aviation.
During Agrishow, the largest agricultural technology
fair in Brazil, another 20 units of the model were sold.
The increase in procurement was also driven by ISO
9001 (quality management), ISO 14001 (environmental
management), and ISO 45001 (occupational health and
safety) certifications, recognized as global standards
of excellence and aligned with ESG principles.
In 2024, Embraer's Agricultural Aviation delivered 65
aircraft, remaining the sales leader in the segment.
In 2024, Ipanema participated in tests to approve the
first methodology for the aerial application of biolo-
gical pesticides in Brazil.
Koppert, a global leader in the development and
production of bioinputs for agriculture, leads the
project. With the support of Embraer, the company
seeks to improve the efficiency and safety of aerial
spraying, contributing to the reduction of the use of
chemicals in the field.
Spraying with Biologics Under Test
Boost via Fundo Clima and Agrishow
Learn more >
For 20 years helping to avoid the emission
of more than 28 million tons of CO2 into
the atmosphere.
aircraft
delivered
65
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Eve Air Mobility
Eve Air Mobility develops solutions for urban air
mobility, including eVTOL and related technologies.
In 2024, the company strengthened its position in the
urban air mobility sector, advancing technologies,
strategic partnerships, and the eVTOL certification
process.
Currently in the testing phase, the full-scale prototype
of eVTOL was presented at the Farnborough Airshow.
Manufactured at Embraer's unit in Gavião Peixoto
(SP), the model uses the "Lift + Cruise" design, which
combines electric motors for takeoff and cruise,
ensuring safety and operational efficiency.
In the regulatory field, an important advance
occurred in 2024 when the National Civil Aviation
Agency (ANAC) published the final version of the
airworthiness criteria for eVTOL, a fundamental step
toward certification.
In Asia, Eve signed contracts with Yugo Global
Industries for the creation of vertiports and
service centers and with SkyScape in Japan for the
implementation of Urban ATM, an urban air traffic
management software. In the United States, the
collaboration with Siemens Smart Infrastructure
seeks to develop energy solutions to integrate
eVTOLs into daily transportation.
eVTOLs ordered,
accounting for about
in pre-sales
~3,000
USD 14.5 B
Concomitantly, Eve posted a capital increase of USD
94 M in 2024, with the participation of strategic
investors, including Embraer and Nidec. Citibank
also contributed a USD 50 M investment.
In addition, the company obtained a USD88 M loan
from the Brazilian Development Bank (BNDES) to
finance the construction of its production unit
in Taubaté (SP). The plant, designed to produce
up to 480 aircraft per year, will be powered by
renewable energy.
BNDES also approved an additional USD35 M fund
for eVTOL’s R&D program.
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Eve TechCare
Eve TechCare is Eve Air Mobility's portfolio of services
designed to ensure safe and efficient operations of
eVTOL aircraft in urban air mobility. Launched in 2024
during MRO Europe, the platform offers technical su-
pport, maintenance, parts, batteries, training, and air-
craft health monitoring.
With a centralized digital platform and 24/7 support,
the service covers from start-up to day-to-day opera-
tion of air vehicles, offering different levels of service
tailored to customer needs.
Embraer-CAE Training Services was selected as the
supplier of the initiative, responsible for the prepa-
ration of pilots, maintenance technicians, and ground
assistance teams.
Vector
Vector is the urban air traffic management (Urban
ATM) software developed by Eve Air Mobility to inte-
grate eVTOL operations into urban airspace. The sys-
tem automates processes, optimizes resources, and
coordinates fleet operators, vertiports, and air naviga-
tion service providers.
In 2024, Vector was tested in São Paulo in partnership
with Revo and Omni Helicopters International Group
(OHI). The simulation used Revo helicopters to replica-
te urban eVTOL operations, while the software managed
scenarios such as delays, diversions to alternate loca-
tions, and airspace and weather restrictions.
The tests also identified necessary adjustments to cur-
rent air traffic systems and validated new services such
as integrated flight planning, alternate landing manage-
ment, and compliance monitoring for in-flight diversions.
ESG Calling
Eve develops 100% electric urban mobility solutions
designed to reduce CO2 emissions by up to 80% com-
pared to traditional vehicles.
In addition, the company is studying reverse logistics
solutions to ensure product sustainability.
On the social front, Eve was certified as a Great Place
to Work (GPTW) after only three years of operation.
NIDEC AEROSPACE
Nidec Aerospace is a joint venture made up of
Embraer and Nidec Motor Corporation, dedicated
to the development of technologies for electric
propulsion in aviation. Its first customer is Eve Air
Mobility, which will adopt the Electric Propulsion
System in its eVTOLs.
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Sustainability
Indicators
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> 56. Technical References
> 57. Materiality
> 61. Energy
> 64. Emissions
> 69. Water and Effluents
> 74. Waste
> 77. Product Sustainability
> 140. GRI
> 146. SASB
> 147. TCFD
> 123. Corporate Governance
> 128. Ethics & Compliance
> 131. Data Security
> 133. Operational Safety and
Product Quality
> 135. Safety First and
Quality Always
> 80. Safety, Health and Well-being
> 82. Occupational Health and
Safety Programs
> 86. Talent Management
> 89. Corporate Programs
> 105. Diversity
> 111. Local Communities
> 112. Supply Chain Management
Technical References
and Materiality
55
Social Indicators
79
Environmental Indicators
60
Governance Indicators
122
Content Summary
140
Index
Click to go to the desired topic.
All pages in this file are browsable: menus and pagination.
54
Technical References
and Materiality
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This Embraer Annual Sustainability Report follows the reporting references below:
Global Reporting Initiative (GRI): The full list of material indicators covered in this
report is available in the GRI Content Summary.
Sustainability Accounting Standards Board (SASB): Embraer's ESG performan-
ce information has been supplemented with aerospace sector-specific indicators.
The list of indicators is available in the SASB Content Summary.
Sustainable Development Goals (SDGs) and Global Compact Principles: our ini-
tiatives are aligned with global agendas that address relevant challenges faced by
society, governments, and the aerospace industry. the main SDGs addressed are
integrated into the GRI Content Summary. The list of the 10 Global Compact Prin-
ciples is presented on page 59.
Task Force on Climate-Related Financial Disclosures (TCFD): information related
to this framework’s recommendations is available in the TCFD Content Summary.
The data presented refer to the period from January 1, 2024, to December 31, 2024,
and cover 100% of Embraer S.A.’s employees. Exceptions regarding data coverage
are duly described in the indicators where they occur. (GRI 2-2; 2-3)
Embraer produces its Sustainability Reports on an annual basis.
Technical References
The document is available to the public on its corporate website esg.embraer.com,
and the historical series can be accessed on the Investor Relations page. (GRI 2-3)
Questions about this report can be sent to the email investor.relations@embraer.
com.br (GRI 2-3)
This report has not undergone independent assurance. (GRI 2-5)
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CONTINUOUS IDENTIFICATION AND ASSESSMENT OF IMPACTS
DEFINITION OF MATERIAL TOPICS FOR REPORTING
Embraer
context
Survey of key themes
and actual and
potential impacts
Industry Standards
Benchmarking
Business strategy
Materiality survey with relevant
stakeholders and Embraer’s
Executive Committee
Assessment
of the relevance
of these topics
Prioritization
Lists of material
topics
Engagement with relevant
stakeholders
Embraer values relationships with all links in its value
chain.
Dialogue and engagement with various stakeholders
are ongoing processes within the company.
The materiality process for defining material topics
and its corporate sustainability agenda has been
conducted by Embraer regularly and in a structured
manner since 2013.
The latest process was conducted in 2022, following
the guidelines of the GRI-3 standard from 2021. (GRI 3-1)
The materiality assessment gathered over 700
responses, representing five stakeholder groups: su-
ppliers, customers, employees, investors & share-
holders, and civil society.
The material topics were discussed and validated
by the company’s senior leadership during a regular
meeting of the Board of Directors’ advisory committee
responsible for People and ESG matters (CPESG).
Learn more.
Figure 1: Embraer’s 2022 Materiality Process (GRI 3-1)
Materiality
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Compared to the list of material topics from the previous reporting year (2017), the main
change is the inclusion of the topic Support for the Development of Biofuels (SAF), which
resulted from both stakeholder prioritization and strategic prioritization by Embraer’s
Executive Committee. (GRI 3-2)
Double Materiality
In 2024, the company began structuring its internal processes to comply with two
international standards. The first is the International Financial Reporting Standards
Foundation (IFRS), which sets guidelines for disclosing sustainability and climate-
related financial information. The aim is to ensure that such disclosures are
consistent, complete, comparable, and verifiable.
The second is the Corporate Sustainability Reporting Directive (CSRD) from the
European Union. This directive requires the disclosure of sustainability information,
in accordance with standards defined by the regulation.
One of the requirements of both standards is the development of double materiality,
whose construction process began in 2024, in partnership with a specialized external
consultancy. The results will be presented to the CPESG and approved by the Board
of Directors in 2025. The company aims to disclose the double materiality in the next
reporting cycle.
Materiality Matrix
MATERIALITY MATRIX
23
5
4,5
3,5
3
4
5
3,5
4,5
4
Stakeholders
14
13
12
11
15
16
17
22
24
18
19
21
20
9
10
8
7
6
5
4
3
1
2
25
26
27
28
29
Topics prioritized by internal and external
stakeholders
Non-prioritized topics
1. Product safety and quality
2. GHG emissions during product use phase
3. Anti-corruption and anti-bribery practices
4. Hazardous waste management
5. Support for the development
of biofuels (SAF)
6. Talent attraction and retention
7. GHG emissions in production processes
MATERIALITY 2022
Executives
Figure 2: 2022 Materiality Matrix (GRI 3-2)
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Sustainable Development Goals – SDGs
Embraer has been a signatory to the UN Global Compact
since 2008 and aligns its ESG strategy with the Sustainable
Development Goals. The main SDGs related to the material
topics are:
Other SDGs are addressed by Embraer according to
its strategic plan and ESG agenda. The full list is avai-
lable in the GRI Content Summary.
01 – No Poverty;
04 – Quality Education;
05 – Gender Equality;
08 – Decent Work and Economic Growth;
09 – Industry, Innovation and Infrastructure;
13 – Climate Action.
NO POVERTY
AFFORDABLE AND
CLEAN ENERGY
CLIMATE
ACTION
LIFE BELOW
WATER
LIFE ON LAND
PEACE, JUSTICE AND
STRONG INSTITUTIONS
DECENT WORK
AND ECONOMIC
GROWTH
INDUSTRY, INNOVATION
AND INFRASTRUCTURE
ZERO HUNGER
AND SUSTAINABLE
AGRICULTURE
GOOD HEALTH
AND WELL-BEING
QUALITY
EDUCATION
REDUCED
INEQUALITIES
SUSTAINABLE
CITIES AND
COMMUNITIES
PARTNERSHIPS
FOR THE GOALS
RESPONSIBLE
CONSUMPTION
AND PRODUCTION
GENDER
EQUALITY
CLEAN WATER
AND SANITATION
59
Environmental
Indicators
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The company’s energy consumption is monitored
monthly through the Environmental Management
System (ISO 14001:2015), as part of the objectives
and
targets
of
the
main
operational
units.
Additionally, greenhouse gas (GHG) emissions data
are verified (ISO 14064:2018). These actions ensure
that energy consumption information is reliable and
continuously monitored.
The units included for the construction of the
indicators in this section, for 2024, are: Ozires Silva,
Eugênio de Melo, Botucatu, Gavião Peixoto, Sorocaba,
EDE (ELEB), Taubaté, Belo Horizonte, São Paulo,
Campinas, Atech, Amsterdam, Le Bourget, Nashville,
Fort Lauderdale, Melbourne, Jacksonville, Macon,
Mesa, and OGMA, representing approximately 98%
of Embraer’s employees across all global units.
The
data
sources
for
purchased
electricity
consumption are the invoices issued by utility
companies. Information and processes related to the
consolidation of energy data are audited annually,
both internally and by third parties, within the scope
of the Greenhouse Gas (GHG) Inventory – Scope 2.
Energy
Notes: (i) The electricity purchased in Brazil (since January 2024) and at OGMA – Portugal (since July 2024) is 100% renewable (wind and solar). (ii) Self-generated electricity refers to power produced for internal
use from photovoltaic panels installed at Ozires Silva, Gavião Peixoto, and EDE. (iii) Renewable fuels include: biomethane, ethanol, and SAF (Sustainable Aviation Fuel). Figures presented have been rounded.
Energy Consumption Within the Organization (MWh)
SOURCE
TYPE
2022
2023
2024
RENEWABLE
Purchased and consumed fuels
1,168
911
8,428.87
Purchased electricity
14,404
14,087
146,524.56
Generated electricity
34
236
208.14
Total renewable energy consumption
15,606
15,234
155,161.57
NON-RENEWABLE
Purchased and consumed fuels
151,757
154,994
146,691.77
Purchased electricity
142,658
155,085
37,010.53
Total non-renewable energy consumption
294,415
310,079
183,702.30
Total energy consumption within the organization (MWh)
310,021
325,313
338,863.87
Data coverage
94%
98%
98%
(GRI 302-1)
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Embraer’s GHG Inventory was verified by Det Norske
Veritas – DNV, in accordance with ISO 14064:2006.
The verification was conducted at a reasonable level
of assurance and completed in April 2025.
Total energy consumption within the organization
increased by approximately 4% due to expanded
operations in 2024 compared to the previous year.
The increased use of renewable energy sources in
2024 reinforces the company’s commitment to the
transition to a low-carbon economy.
Overall, there was a 5% reduction in non-renewable
fuel use in 2024 compared to 2023.
Regarding fuel consumption, the use of SAF
(Sustainable
Aviation
Fuel)
in
testing
and
demonstration flights increased by more than 500%
compared to 2023.
Biomethane
consumption
took
place
at
the
Gavião Peixoto unit, where, by the end of the
year,
construction
was
completed
to
enable
the use of biomethane as an energy source
for industrial processes, replacing natural gas.
Learn more under Environmental Commitment.
Notes: (i) Although conservatively categorized as non-renewable fuels, “Gasoline – Brazil” and “Diesel – Brazil” contain renewable fuel additives (i.e., ethanol and biodiesel, respectively). Figures pre-
sented have been rounded.
SOURCE
FUEL
2022
2023
2024
RENEWABLE
Hydrous Ethanol
166
213
237.10
SAF – Sustainable Aviation Fuel
682
698
7,399.21
Biomethane
320
0
792.56
Total renewable fuel
1,168
911
8,428.87
NON-RENEWABLE
Diesel – Brazil
505
659
522.79
Diesel BO
767
683
706.85
Gasoline – Brazil
27
29
4.34
Gasoline
357
259
176.78
Aviation Gasoline
4
8
6.7
LPG – Liquefied Petroleum Gas
1,491
1,491
1,963.45
Natural Gas
47,521
47,783
53,834.95
Aviation Kerosene
101,022
104,056
89,466.06
Acetylene
2
1
1.09
Propane
61
24
8.76
Total non-renewable fuel
151,757
154,993
146,691.77
Energy Consumption Within the Organization (MWh)
(GRI 302-1)
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In general terms, off-site fuel consumption increased by 10% compared to 2023.
As for Scope 3, the increased energy consumption from non-renewable fuels was
mainly due to the rise in business air travel in 2024. As in 2022 and 2023, in 2024
the aviation kerosene consumption presented in the table above does not include the
product use category of sold products.
*Does not include the estimated aviation kerosene consumption related to the product use category. Note: (1) 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
renewable fuel additives (i.e., ethanol and biodiesel, respectively).
Figures presented have been rounded.
Off-site fuel consumption (MWh)
Energy Management
SOURCE
FUEL
2022
2023
2024
RENEWABLE
Hydrous Ethanol
3,095
4,820
4,434.50
Total
3,095
4,820
4,434.50
NON-
RENEWABLE
Diesel – Brazil
23,022
24,986
25,143.98
Gasoline – Brazil
1,227
1,978
2,384.89
LPG – Liquefied Petroleum Gas
22
25
33.37
Natural Gas
0
0
0
Aviation Kerosene*
28,875
50,420
57,616.59
Total
53,146
77,409
85,178.83
INDICATOR
2022
2023
2024
% of energy consumed from the electricity grid
51
52
54
% of renewable energy
5
5
46
Total energy consumed (GJ)
1,115,955
1,170,276
1,219,161
(GRI 302-2)
(RT-AE-130a.1)
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GAS
2022
2023
2024
CO2
36,504
37,322
36,080.04
HFC
4,846
5,670
8,037.86
N2O
230
235
216.82
CH4*
19
19
809.35
PFC-218
0
0
0
Total
41,599
43,246
45,144.07
Biogenic Emissions
172
123
779.82
Issues related to emissions and climate change are integrated into the Environmental
Management System (EMS) and the company's goals. In 2024, reducing natural
gas consumption — the main contributor to Scope 1 emissions from manufacturing
operations — became an EMS target for the highest-consumption sites (Gavião
Peixoto, Botucatu, and Ozires Silva).
Regarding the GHG inventory, the company has followed ISO 14064 Part I since
2009 for its units in Brazil, and in 2020 the scope was expanded to a global level.
Also in 2024, two new units were added to the scope: Mesa, in the United States,
and Amsterdam, in the Netherlands.
The other units included in the inventory are: Ozires Silva, Eugênio de Melo,
Taubaté, EDE, Botucatu, Sorocaba, Gavião Peixoto, São Paulo, Belo Horizonte,
Atech (located in São Paulo), and Campinas in Brazil; Melbourne, Macon, Nashville,
Fort Lauderdale and Jacksonville in the United States, OGMA in Portugal and Le
Bourget in France. This indicator covers 98% of the company's employees.
Exceptionally for Scope 3, reported values refer only to Brazilian units, except for
emissions associated with the use of sold products (aircraft), as well as emissions
related to energy and fuel production activities not included in Scopes 1 and 2,
which encompass all 20 units.
Direct emissions have increased by approximately 4% in 2024 compared to the previous year.
This condition, similar to other environmental indicators, reflects the increased production
and operational activity this year. The rise in biogenic emissions is explained by the increased
use of renewable energy sources by Embraer.
Emissions
Direct greenhouse gas emissions (Scope 1) (tCO2e)
Greenhouse Gas Emissions
(GRI 305-1)
Figures presented have been rounded. * In 2024, the effluent treatment category was included, which justifies the increase in CH4 emissions.
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In 2024, all electricity consumed by aircraft manufacturing and maintenance units
in Brazil (since January) and at OGMA in Portugal (since July) came from solar or wind
sources, eliminating Scope 2 emissions in these locations and consequently reducing the
company’s total Scope 2 emissions.
Figures presented have been rounded.
Indirect greenhouse gas emissions (Scope 2) (tCO2e)
Other indirect greenhouse gas emissions (Scope 3) (tCO2e)
GAS
2022
2023
2024
CH4
1,341
2,071
2,373.55
CO2
15,617,363
18,170,055
21,022,291.01
N2O
202
281
275.09
Total
15,618,906
18,172,407
21,024,939.7
Biogenic Emissions
1,985
2,888
3,062.97
GAS
2022
2023
2024
CH4
20
18
16.83
CO2
17,840
17,385
11,702.63
N2O
25
22
19.83
Total
17,885
17,425
11,739.29
(GRI 305-2)
(GRI 305-3)
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The Scope 3 coverage was expanded in 2022: (i) For the
following categories: Purchased goods and services,
Employee commuting (home–work), Waste generated in
operations, Transportation and (upstream) distribution,
and Business travel — data coverage remained limited
to Brazilian units. (ii) The category of emissions
associated with energy use - not included in Scopes 1
and 2 - was added for all operational units considered
in the inventory. To this end, emission factors available
in the literature related to the production processes of
the energy consumed by the company were considered.
(iii) Scope 3 emissions associated with the use of
sold products were also included for commercial and
executive aircraft.
For accounting purposes, the Technical Guidance for
Calculating Scope 3 Emissions – Category 11 (GHG
Protocol, 2022) was used. Emissions from the product
use phase were calculated based on aviation kerosene
consumption – the emission factor used accounts for
the entire fuel life cycle.
Values were estimated considering aircraft service life, the
number of aircraft delivered in the reported year, and the
average annual fuel consumption per aircraft model. The
number of aircraft delivered was sourced from Embraer’s
financial report. Other information was estimated using
internal and external data on aircraft performance.
Scope 3 emissions by category (tCO2e)
CATEGORY
2022
2023
2024
Purchased goods and services
3,165
3,377
1,046.62
Employee commuting (home–work)
1,300
1,520
3,661.21
Waste generated in operations
4,785
7,415
4,712.94
Transportation and distribution (upstream)
1,359
1,462
1,542.46
Business travel
7,630
13,199
15,157.97
Product use phase
15,585,195
18,129,867
20,981,686.83
Fuel and energy related activities not included in Scopes 1 and 2
15,497
15,568
17,131.63
Total
15,618,906
18,172,408
21,024,939.66
(GRI 305-3)
Figures presented have been rounded.
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The calculation methodology, as well as the entire GHG
inventory, was verified by a third party with a reasonable level
of assurance and in accordance with ISO 14064 guidelines.
Direct emissions intensity (Scope 1) (GRI 305-4)
Indirect emissions intensity (Scope 2) (GRI 305-4)
2022
2023
2024
Total direct GHG emissions (tCO2e)
41,599
43,264
45,144
Annual revenue (USD million)
4,500
5,200
6,400
Emissions per annual revenue (tCO2e / USD million)
9.24
8.32
7.05
Data coverage
93%
98%
98%
2022
2023
2024
Total direct GHG emissions (tCO2e)
17,885
17,425
11,739
Annual revenue (USD million)
4,500
5,200
6,400
Emissions per annual revenue (tCO2e / USD million)
3.9
3.35
1.8
Data coverage
93%
98%
98%
Figures presented have been rounded.
Figures presented have been rounded.
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The data coverage for ozone-depleting substance (ODS)
emissions includes the same 20 units covered in the
company’s GHG inventory.
As for NOX, SOX, VOCs, and other significant atmospheric
emissions, the report applies to Embraer’s production
and maintenance centers. These centers include units
with painting operations or other activities that emit
gases into the atmosphere. Only sites where monitoring
and measurement are required by local environmental
regulations are reported.
For calculation purposes, the applicable units are:
Botucatu, EDE, Eugênio de Melo, Gavião Peixoto, Ozires
Silva, Melbourne, Nashville, and OGMA. The emissions
reported in 2024 (in metric tons) refer to these applicable
units, i.e., the coverage is 100%.
In 2024, improvements were made to the painting
booths at the Botucatu site, resulting in a reduction of
VOC emissions.
In 2022, the Évora unit ceased to be part of the Embraer
group and OGMA’s emissions in Portugal were not
reported, which explains the VOC emissions drop
compared to 2021. In 2023, emissions were higher
compared to 2022, considering: (i) the inclusion of the
OGMA unit, not accounted for in 2022; (ii) increased
production activities, particularly the extended operating
hours of the paint booths.
Other Air Emissions
Note: (i) Emissions reported in metric tons of CFC-11 equivalent, calculated using the Ozone Depletion Potential (ODP) as adopted by the Montreal Protocol. Source: https://www.epa.gov/ozone-
-layer-protection. Figures have been rounded.
Emissions of ozone-depleting substances – ODS (t)
Emissions of NOx, SOx, and other significant atmospheric pollutants (t)
GAS
2022
2023
2024
HCFC-22
0.06
0.09
0.12
HCFC-141B
0.02
0.02
0.02
HCFC-124
0
0
0
Total
0.08
0.11
0.14
GAS
2022
2023
2024
NOx
53
42
58
SOx
1
2.3
3
Persistent Organic Pollutants (POP)
0
0
0
Volatile Organic Compounds (VOC)
78
202
190
Particulate Matter (PM)
37
60
40
Total
170
306
291
Coverage
89%
97%
100%
(GRI 305-6)
(GRI 305-7)
Figures have been rounded.
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At Embraer, environmental guidelines for wastewater
generation include:
The data coverage for effluents is 89%, a 2% increase
compared to the previous year, and includes the following
units: Botucatu, EDE, Eugênio de Melo, Gavião Peixoto,
Melbourne, Ozires Silva, OGMA, and Taubaté.
For water data, coverage remained at 95%. For topics related
to water withdrawal, recycling, and reuse, the following
Embraer units are considered: Belo Horizonte, Botucatu,
Campinas, EDE, Eugênio de Melo, Fort Lauderdale, Gavião
Peixoto, Jacksonville, Macon, Melbourne, Nashville, OGMA,
Ozires Silva, São Paulo, Sorocaba, and Taubaté.
Water and Effluents
> Compliance with applicable legal, environmental,
health, safety, fire prevention, and emergency response
requirements related to the company’s business;
> Prevention and response to pollution, respect for
biodiversity, and concern for climate change;
> Promotion and enhancement of the development of
technologies to minimize the environmental impact of its
products, processes, and equipment.
Water Use Efficiency Program
At Embraer, matters related to water are managed
within the scope of the Environmental Management
System (EMS) implemented at major operational
units, in accordance with ISO 14001:2015. Water
consumption and effluent generation, whether from
production processes or human use, are considered
key environmental aspects. Accordingly, controls,
monitoring, objectives and targets, programs, and
initiatives are established to promote efficient water
use and environmental protection.
The water use efficiency program includes:
1) Target Setting
The established targets focus on reducing water
consumption at sites where the Environmental Management
System (EMS) is implemented. These representing the
highest consumption levels and including: EDE, Ozires
Silva, Botucatu, Eugênio de Melo, Taubaté, and Gavião
Peixoto in Brazil, and OGMA in Portugal.
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2) Water use assessment to identify opportunities for
efficiency improvement
Water use is continuously monitored and critically
assessed to identify deviations and opportunities for
efficiency gains. Gavião Peixoto site stands out with
individual consumption meters installed in each building.
These meters record consumption volumes in real time
and serve as a management tool to detect anomalies,
identify opportunities, and guide decision-making.
3) Actions to reduce water consumption
The company continuously implements initiatives to reduce
water consumption. These actions include:
> Use of robots for automated cleaning of water reservoirs
at the main units in Brazil, avoiding unnecessary
drainages and, consequently, water waste;
> Use of effluents from other organizations at the
Melbourne unit for non-potable purposes;
> Rainwater harvesting for restrooms, gas scrubbers, and
floor cleaning in Botucatu;
> Rainwater reuse in the pollution control system of the
paint booth and for floor cleaning at the Ozires
Silva unit.
4) Actions to improve effluent quality
After conventional effluent treatment, an additional
polishing treatment was applied at the Eugênio de Melo
unit, using zeolite filters. At Botucatu and Ozires Silva,
polishing is also performed using sand filters after
the standard treatment process. In both cases, these
treatment techniques significantly improve the quality of
the treated effluent.
At the Gavião Peixoto unit, disinfection is performed after
conventional treatment of domestic effluent, using an
ultraviolet (UV) system, and allowing a portion of the treated
water to be stored in a reuse tank and used internally for
floor cleaning and gardening.
5) Water reuse applications
Wastewater from production processes, along with
reverse osmosis reject water, is reused for parts washing
and for supplying gas scrubbers at the Ozires Silva Unit.
At the Botucatu unit, part of the treated water from the
industrial wastewater treatment stations is reused for floor
cleaning. Since reducing water consumption is one of the
Environmental Management System (EMS)’s objectives,
and Embraer has defined reduction targets, the programs
designed to achieve these targets are audited at least
annually, both internally and by third parties, under the
implemented EMS (ISO 14001:2015).
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WATER WITHDRAWAL
2022
2023
2024
WITHDRAWAL BY
SOURCE
Surface water, including wetlands, rivers, lakes, and oceans
0
0
0
Groundwater
397,825
458,512
515,589
Rainwater directly collected and stored by the organization
148
123
131
Municipal water supply or other water supply companies
244,258
234,921
273,699
Effluent from other organizations
88,925
66,550
67,908
Total water withdrawal by source
731,156
760,106
857,327
Data coverage
94%
95%
99%
In terms of water consumption, there was a 13% increase in 2024 compared to 2023. The most representative
units in terms of consumption were: Ozires Silva, Gavião Peixoto, and Botucatu in Brazil, and OGMA in Portugal,
which together accounted for approximately 73% of total water consumption. This year, these sites experienced
increased production activity, including processes that require water, as well as an increase in the number of
employees. Other factors contributing to the increased consumption included facility expansion projects and
internalization of processes.
Water Withdrawal by Source (m3) (GRI 303-3)
Figures have been rounded.
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Water Discharge (m3)
Total Water Discharge by Production Units and Quality (m3)
For domestic effluents, the units in Belo Horizonte,
Botucatu, Campinas, EDE, Fort Lauderdale, Jacksonville,
La Vergne, Macon, Melbourne, Nashville, São Paulo,
and Sorocaba are covered by local utilities for sewage
treatment and discharge directly into the public sewer
system. The volumes of domestic effluents discharged
at these units are not tracked, and the treatment service
is billed based on the volume of water supplied by the
same utility.
Domestic effluents are tracked by Embraer at units
where in-house biological treatment is performed
(Ozires Silva, Gavião Peixoto, Eugênio de Melo, Taubaté,
and OGMA). Industrial effluents are monitored at units
with internal wastewater treatment stations: Ozires
Silva, Gavião Peixoto, Botucatu, EDE, Eugênio de Melo,
Melbourne, Taubaté, and OGMA. The units Macon,
Jacksonville, Campinas, Sorocaba, La Vergne, Nashville,
Fort Lauderdale, Belo Horizonte, and São Paulo do not
generate industrial effluents.
In 2024, a 34% increase in water discharge was observed
compared to the previous year. The main factors
contributing to this increase were the higher number of
people at the sites, including employees and contractors,
growth in production, and facility expansion projects.
SOURCE
TYPE
2022
2023
2024
WATER DISCHARGE
BY DESTINATION
Surface water
71,107
72,489
78,884
Groundwater
0
0
0
Seawater
0
0
0
Third-party water services (total)
299,694
242,942
344,261
Third-party water sent for use by other organizations
0
0
0
Total water discharged
370,800
315,431
423,144
Data coverage
86%
87%
89%
TOTAL WATER DISCHARGE, BY TYPE (M3)
2022
2023
2024
DOMESTIC
271,755
222,977
320,979
INDUSTRIAL
99,045
92,455
102,165
TOTAL
370,800
315,432
423,144
(GRI 303-4)
(GRI 303-4)
Figures have been rounded.
Figures have been rounded.
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The water recirculation rate decreased in 2024 because
the two sites that accounted for 80% of the company’s
water reuse underwent maintenance (EDE, in São José
dos Campos) or had their reuse systems decommissioned
(in Taubaté, due to expansion work in the production area).
Recycled and Reused Water (m3)
Additionally, heavy rainfall in certain locations, with
higher precipitation rates than the previous year,
contributed to rainwater being routed to sewage
treatment stations.
WATER REUSED BY THE
ORGANIZATION
2022
2023
2024
Total Reused Water (m3)
16,761
17,228
3,217
Recirculation Rate
2.29%
2.3%
0.4%
(CDP W1.2)
Figures have been rounded.
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Waste management is a material topic for the company. In 2024, data coverage was 94%
and included the following facilities: Botucatu, Campinas, EDE, Eugênio de Melo,
Gavião Peixoto, Ozires Silva, Sorocaba, Taubaté, Fort Lauderdale, Jacksonville,
Macon, Melbourne, Nashville, La Vergne, and OGMA.
Waste Management Program
As part of Embraer’s Environmental Management System, objectives, targets, and
programs are defined to reduce solid waste generation and/or the risks associated
with it. The waste management program includes:
1) Quantifiable targets for waste minimization
Botucatu, EDE, Eugênio de Melo, Gavião Peixoto, OGMA, Ozires Silva, and Taubaté
sites —responsible for 95% of the company’s total waste—have annual targets for
waste reduction. To adequately represent eco-efficiency, the metric used is: kg of
waste / production hours.
2) Action plans for reducing waste generation
To meet the established targets, and in accordance with ISO 14001:2015, action
plans are developed to reduce waste generation. In 2024, one notable initiative was
the installation of a biodigester at the Gavião Peixoto Unit, used in the cafeteria for
anaerobic digestion of organic waste, transforming it into a liquid effluent treated
at the unit’s own sewage treatment station. This initiative aims to eliminate food
waste at its source.
Waste
3) Audits to identify opportunities for improvement in waste management indicators
The programs are audited at least annually under the implemented Environmental
Management System (ISO 14001:2015), through internal and third-party audits.
Additionally, monthly performance reviews are conducted to identify opportunities to
improve eco-efficiency.
The Management System also includes audits to verify legal compliance and the operational
conditions of companies contracted for waste transportation and/or treatment.
4) Waste reduction training provided to employees
Employees receive training during post-hiring onboarding that includes guidelines for
proper solid waste management and minimization. In Brazil, the Embraer Selective
Collection Program is adopted.
5) Integration of recycling programs to reduce landfill waste
Management program actions combine opportunities to increase recycling and reduce
landfill disposal. Examples include: in 2024, the installation of a biodigester at the Gavião
Peixoto unit and the increased diversion of organic waste for composting at the EDE unit
to reduce the amount of waste that would otherwise be sent to landfill.
At the Taubaté unit, non-hazardous waste from raw material cutting processes (which
would otherwise go to landfill) is sent for material recovery. This method transforms the
material generated by the industrial process into a high-quality raw material that will be
reused for various purposes. Just like Embraer, the company responsible for this process
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TYPE
DISPOSAL METHOD
2021
2022
2023
2024
HAZARDOUS
WASTE
Total recycled/reused waste
1,597
1,308
1,865
2,270
Total disposed/eliminated waste:
3,591
3,307
3,709
3,276
• Landfill
6
12
16
14
• Incineration or direct burning (with energy recovery)
0
0
0
0
• Incineration or direct burning (without energy recovery)
5
0
1
91
• Other disposal methods
3,580
3,295
3,692
3,171
Total hazardous waste generated
5,188
4,615
5,574
5,546
NON-HAZARDOUS
WASTE
Total recycled/reused waste
7,499
8,908
10,617
15,637
Total disposed/eliminated waste:
3,227
4,026
6,299
7,682
• Landfill
1,062
1,832
2,269
2,839
• Incineration or direct burning (with energy recovery)
845
1,240
2,933
3,601
• Incineration or direct burning (without energy recovery)
1
0
0
0
• Other disposal methods
1,319
954
1,097
1,242
Total non-hazardous waste generated
10,726
12,934
16,916
23,319
Data coverage
93%
93%
94%
94%
has an Environmental Management System certified (ISO
14001:2015) by an independent and accredited body.
6) Investment in innovation or R&D to minimize waste
The ESG Chemicals working group develops strategic
projects to reduce risks associated with chemicals and
minimize hazardous waste, including through research
and development (R&D) initiatives.
Total Weight of Waste, by Disposal Method (t)
Notes: (i) Disposal categories included under recycling/reuse are: recycling, recovery, composting, and blending of waste for co-processing. (ii) Other disposal methods include: biological treatment, physico-
-chemical treatment, disposal, and valorization. (iii) Valorization and disposal are specific waste treatment types used in Portugal, following Directive 2008/98/EC.
Figures have been rounded.
(GRI 306-3,4,5 e RT-AE-150a.1)
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Waste generation data, by disposal method, is received,
consolidated, and critically analyzed on a monthly
basis by Embraer's Environment, Health, and Safety
(EHS) department.
Solid waste management complies with local requirements,
and all waste shipments to companies responsible for
treatment and/or disposal are accompanied by transport
manifests. Embraer reports this data periodically to ensure
that all parties involved in the waste management process
(generator, transporter, temporary storage facility, receiver,
etc.), as well as environmental regulatory agencies where
applicable, can audit, reject inconsistent shipments, and
take other necessary actions.
Hazardous waste is defined according to the legal and
regulatory frameworks applicable in the jurisdictions
where waste is generated.
Similarly, these legal and regulatory frameworks are
used to classify disposal types related to recycled,
reused, and recovered waste. The regulations used
include: Directive 2008/98/EC for Portugal; ABNT
NBR 10.004:2024, CONAMA Resolution No. 313/2002,
and CONAMA Resolution No. 499/2020 for Brazil; U.S.
Resource Conservation and Recovery Act (RCRA) for the
United States.
Starting with the 2022 reporting cycle, for units
operating in Brazil, the blending of waste for co-
processing was included in the recycled waste
scope, based on specific legal support (CONAMA
Res. 313/2002 and 499/2020), which classifies co-
processing under reuse/recycling/recovery.
In 2024, the amount of hazardous waste generated was
very similar to that of the previous year (a 1% reduction).
However, the recycling rate for hazardous waste increased
from 33% in 2023 to 41% in 2024.
As for non-hazardous waste, there was a 38% increase in
2024 compared to the previous year. The main contributing
factors were: (i) the increase in the number of employees,
which led to higher waste generation in restaurants, break
rooms, and offices; (ii) increased industrial production,
primarily resulting in greater generation of metal waste
and wooden packaging; and (iii) expansion works at
various sites. The share of recycled non-hazardous waste
increased from 63% in 2023 to 67% in 2024.
Number and Volume of Reportable Spills; Amount
Recovered (RT-AE-150a.2)
There were no reportable spills in 2024, in accordance
with SASB indicator guidelines (RT-AE-150a.2). Events
that occurred but did not meet the criteria for this
indicator were reported to environmental regulatory
agencies. Such events were promptly contained and
managed in compliance with the applicable regulations
at the locations where they occurred.
Percentage of Waste Recycled
Number and Volume of Notifiable Spills;
Amount Recovered
2022
2023
2024
% of hazardous waste recycled
28
33
41
% of non-hazardous waste recycled
69
63
67
Total waste generated (t)
17,549
22,490
28,865
Data coverage
93%
94%
94%
YEAR
NUMBER OF EVENTS
2022
0
2023
0
2024
0
(GRI 306-3,4,5 e RT-AE-150a.1)
(RT-AE-150a.2 e GRI 2-27)
Figures have been rounded.
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Product Sustainability
Formed by a team from Engineering, the DIPAS
(Environmentally
Sustainable
Product
Integrated
Development) group is focused on the environmental
aspects of product sustainability, working on the
following fronts: reduced use of internationally
regulated chemicals, Design for Environment (DfE),
life cycle assessment (LCA), and extended product life
cycle thinking.
The chemical focus area aims to comply with international
regulations that restrict the use of certain chemical
substances in products, as well as to mitigate the risk
of use at Embraer. This is achieved through the mapping
of high-concern chemical substances used in Embraer
products, which is a key activity conducted by DIPAS. To
support this, contractual requirements are established for
suppliers to report the presence of monitored substances
in their components.
In the Design for Environment (DfE), Life Cycle
Assessment (LCA), and Extended Product Life Cycle
focus areas, DIPAS guides and trains development teams
in creating technologies with lower environmental impact
– a process under continuous implementation. To support
this, a Design for Environment Guide was developed and
The adoption of Design for Environment (DfE)
concepts in the early stages of Embraer’s product
development is part of an ongoing effort by the Product
Development, Conceptual Studies, and Technology
Development teams, among many others, to ensure their
implementation throughout the entire aircraft life cycle.
Some of the main principles of the DfE include
optimizing the product life cycle, extending the service
life of materials, and facilitating product disassembly at
the end of life.
In this regard, Embraer developed a DfE Guide linked to
internal procedures, containing objectives, guidelines,
and design options made available to engineers during
the product development phase.
Another important DfE principle is the selection of
resources and processes with lower environmental
impact. To support this selection, Embraer uses a
platform to gather information on hazardous and
Product Stewardship
Design for Environment – DfE
is made available to engineers from the early stages of
product development.
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from raw material extraction to the end of production
— that is, a cradle-to-gate approach. This represents
one of the company’s initial steps in its movement
toward achieving carbon neutrality by 2040.
The results enabled Embraer to identify the main
sources of emissions within the aircraft production
chain, as well as opportunities for improvement in
processes such as supplier engagement, sustainable
procurement, use of renewable energy, among others.
In 2024, the Integrated Environmental Product
Development team (EnvIPD) participated in the
mentorship phase of the Engineering Specialization
Program (PEE) to guide students - future Embraer
employees - in including environmental requirements
during the conceptual studies of aircraft development
and conducting simplified LCAs during preliminary
studies. The team has also recently joined the new
LCA Working Group of the International Aerospace
Environmental Group (IAEG).
Embraer is especially committed to the end-of-
life management of its products. As part of this
effort, the company is a member of the Aircraft
Fleet Recycling Association (AFRA), an organization
responsible for developing new strategies for end-
of-life aircraft management through the publication
End of Life
of Best Management Practices for handling used
aircraft parts and assemblies, and for aircraft
material recycling.
To extend the service life of Embraer aircraft, a
number of initiatives are implemented to maintain
the operability of all aircraft models—including out-
of-production aircraft—such as the development of
solutions to comply with new regulatory and authority
requirements.
Regarding end-of-life components and parts, Embraer
offers customers and operators special return
services during the aircraft’s service phase, to support
the management and replacement of repairable
components, aiming to maximize parts reuse and
circularity, promote efficiency and cost savings, and
reduce aircraft downtime.
Additionally, Embraer is expanding its aircraft
disassembly
business to
leverage
USM
(Used
Serviceable Materials) markets, with a strong focus
on ESG practices.
Another important initiative is proactive obsolescence
management, led by a dedicated team responsible for
monitoring component and part obsolescence due
to factors such as geopolitical issues, technological
advancements, supplier strategies, manufacturer
bankruptcies, raw material changes, environmental
regulations, among others.
To map and monitor the environmental performance
of its products, Embraer conducted a Life Cycle
Assessment study in 2022 and determined the carbon
footprint of the E195-E2. This carbon footprint study
provided a comprehensive analysis of the aircraft’s
greenhouse gas (GHG) emissions, covering processes
Life Cycle Assessment (LCA)
regulated substances in components acquired from the
supply chain and to monitor affected manufactured parts.
The selection of sustainable materials is also promoted
through
contractual
sustainability
requirements
for
new products and the application of Embraer’s internal
environmental standards to product design documentation.
In the aerospace industry, one of the main drivers
in product development is to build products that
are fuel-efficient, emit less, and are highly durable.
Weight reduction and efficiency are key to lowering
fuel consumption. Therefore, the best practices in
design, materials, and manufacturing processes
are employed—critical factors that contribute to
improvements in the buy-to-fly ratio and reductions
in the raw material manufacturing cycle. Design for
Maintainability concepts are also applied to facilitate
maintenance and aircraft disassembly at the end of
its service life.
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Social
Indicators
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of the Occupational Risk Management (GRO) program,
which is integrated into SIGMASS.
Workplace safety indicators are monitored monthly
and overseen by the company’s leadership, both in
visibility meetings with executive boards and in Board
of Directors meetings. (GRI 403-2)
The management model adopted in the Embraer
Business Excellence Program – P3E uses the
SQDC (Safety, Quality, Delivery, and Cost) concept,
aiming to standardize and optimize the company’s
operational and cost indicators. In addition to
business excellence criteria, Embraer maintained its
international certifications ISO 14001 and ISO 45001
in 2024, ensuring the implementation of all tools
required by these standards. This means that more
than 82% of Embraer’s operations are covered by
these certifications. Alongside external certifications,
the company also conducts annual internal audits,
assessing environmental, health, and occupational
safety requirements, reaching 100% coverage.
Employees who are not directly hired by Embraer may
report hazards and risk situations via the SIGMASS
Embraer strives for excellence in occupational
health and safety performance. The company has
a set of preventive practices to protect employees
from occupational risks and workplace accidents,
providing a safe and healthy environment with
optimal conditions for everyone to perform their
tasks. Educational and preventive actions are
offered continuously and guided by the MASS policy
(Environment, Health and Occupational Safety) with
global coverage.
All employees and partner companies (service
providers) are covered by the Integrated Management
System for Environment, Health and Occupational
Safety (SIGMASS). The team is composed of assistants,
nursing technicians, occupational safety technicians,
occupational
safety
engineers,
environmental
engineers and technicians, coordinators, and the
Global Head of Environment, Health and Safety.
Additionally, it is essential to clearly establish the
process of hazard identification and risk management,
and to systematize the dissemination of obligations
and prohibitions that must be known and followed
regarding occupational health and safety. This is part
Health, Safety and Well-being
channel. This communication channel is anonymous
and supported by Embraer’s Compliance policy.
(GRI 403-1)
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Workplace Accidents
Note: The data was calculated in accordance with Brazilian regulatory standards, OSHA (USA), and the legislation of the countries where Embraer operates. Rates were calculated based on 1,000,000 hours worked. Figures have been rounded.
WORKPLACE ACCIDENTS – EMPLOYEES
UNIT
2022
2023
2024
Total number of fatalities
N.
0
0
0
Fatality rate
I
0
0
0
Total number of work-related injuries with leave (excluding fatalities)
N.
23
25
24
Rate of work-related injuries with leave (excluding fatalities)
I
0.75
0.69
0.60
Total number of reportable work-related accidents
N.
23
25
24
Rate of reportable work-related accidents
I
0.71
0.69
0.60
LOST TIME INJURY FREQUENCY RATE, BY COUNTRY
Brazil
I
0.16
0.13
0.3
United States
I
3.61
2.2
2.25
Portugal
I
1.94
3.81
1.7
Other countries
I
0
0
0
Total
I
5.71
6.14
4.25
WORKPLACE ACCIDENTS – HIRES
UNIT
2022
2023
2024
Total number of fatalities
N.
0
0
0
Fatality rate
I
0
0
0
Total number of work-related injuries with leave (excluding fatalities)
N.
8
6
9
Rate of work-related injuries with leave (excluding fatalities)
I
0.64
0.18
0.31
LOST TIME INJURY FREQUENCY RATE, BY COUNTRY
Brazil
I
0.73
0.41
0.45
United States
I
1.53
2.88
2.6
Portugal
I
0
0
1.7
Other countries
I
0
0
0
Total
I
2.72
3.29
4.75
(GRI 403-9)
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Embraer’s Occupational Health Program aims to provide occupational medical
care services at company units, as well as to ensure the monitoring of workplace
environmental conditions, promoting both health and the prevention of occupational
and clinical diseases.
All employees are required to undergo periodic occupational health exams,
which are conducted on-site or at Embraer-accredited clinics. In addition, the
occupational physician must perform unannounced visits to various areas of the
company, together with the occupational engineering team, to inspect employee
working conditions.
The company also has a structured hazard and risk assessment process aimed at
preventing and mitigating health and safety impacts on its employees. This work is
led by Embraer’s Environment, Health, and Safety team.
The participation of non-employee collaborators is essential to building a safe
environment for everyone. Employees are responsible for reviewing and being
familiar with hazards and control measures related to their work processes, as well
as for requesting updates via the SIGMASS system whenever needed.
Embraer also has a formal health and safety committee composed of employees,
known as CIPA – Internal Commission for Accident Prevention, governed by Brazilian
Regulatory Standard NR5.
Occupational Health and Safety Programs
(GRI 403-1, 403-2, 403-4, 403-7, 403-8, 403-9, 403-10)
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Well-Being with Yourself
The Well-Being Program promotes the quality of life of
employees, their direct dependents, and interns, encouraging
healthy habits and offering practical resources. Aimed at
incorporating a more balanced lifestyle into daily routines
and reducing health risk factors, the program features a
multidisciplinary team of nutritionists and psychologists
committed to promoting balance and well-being.
Fostering of Health and Well-Being
(GRI 403-6)
Well-Being Program
Note: (1) These programs are offered to Brazilian employees. * This number includes employees and their dependents. Figures have been rounded.
Well-Being and Exercising
The company offers this benefit to its employees, direct
dependents, and interns, providing access to a range of
solutions that help them stay active and healthy, with
options for physical activity and wellness incentives, such as
gym membership packages and access to a comprehensive
wellness program—covering physical, mental, and nutritional
health—available both in Brazil and abroad.
ACTIONS
NUMBER OF PARTICIPATING
EMPLOYEES
2022
2023
2024
Smoke-Free Well-Being
18
12
32
Drug-Free Well-Being
23
10
25
Well-Being with Family
125
290*
284*
Well-Being with Yourself
556
368
1,962
Well-Being and Exercising
1,011
5,166
9,598 *
Feeling Good
467
336
1,763
Vaccination Program*
27,000
23,241
25,003
Embraer in Motion
2,762
1,168
692
Prevention Livestreams
1,028
61
993
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Drug-Free Well-Being
The program includes a team of qualified professionals, in
partnership with specialized institutions, to support the
prevention and treatment of chemical dependency, offering
assistance through the following modalities:
> Outpatient care: consultations with specialists, inclu-
ding individual therapy and participation in weekly
support group meetings exclusively for Embraer.
> Inpatient care: in more advanced cases of the condition,
when necessary, treatment may involve admission to
specialized clinics for 30 to 45 days.
> Support for direct dependents: recognizing the
importance of family support, the program offers
treatment for family members through support groups
and individual therapy, helping them to cope with
the situation.
The program covers all expenses related to the first
inpatient treatment and outpatient care.
Well-Being with Family
Embraer offers support to employees who are expecting a
child by providing two special courses:
Pregnancy Course: Designed for future mothers and
fathers, this course is held twice a year, either live
or online, offering essential guidance for this special
moment and the Paternity Leave Course: Exclusive to
employees who are going to become fathers.
In addition, Embraer grants the following benefits:
> Maternity Leave: 180 days of paid leave, allowing
mothers to fully dedicate themselves to caring for
their newborn.
> Paternity Leave: 20 days of paid leave for fathers,
in accordance with the “Empresa Cidadã” (Citizen
Company) Program guidelines.
> Newborn Gift: a thermal bag is offered to newborns.
> Childcare Assistance: Available to female employees
during the first 18 months after returning from
maternity
leave,
aimed
at
supporting
work–
life balance.
These initiatives reflect Embraer’s commitment to supporting
its employees during the transition to parenthood.
Feeling Good
Designed to care for both mind and body, this initiative offers
free psychological support and immediate assistance.
Leadership Training
Leadership development to address mental health matters,
promoting a healthy and welcoming work environment.
Digital Health
Beneficiaries of the Bradesco Saúde health plan
have access to medical care via app, with licensed
professionals available throughout Brazil.
Mindfulness and Self-Care
A moment dedicated to well-being. Fifteen minutes set aside
exclusively for self-care, with various activities that promote
balance and tranquility.
On-site Medical, Assistance and Occupational Care
For employees working fully on-site or in a hybrid model,
the benefit includes access to an on-site medical clinic
with a healthcare team prepared to handle medical
concerns, answer questions, and make referrals.
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Conversation Circles
With health professionals, aimed at active listening
for employees.
Multidisciplinary Well-Being Team
A team dedicated to employee support and care, including
personalized health and wellness services, as well as
assistance from medical and dental plan providers.
24-Hour Social Support Hotline
Phone support service for employees and their direct
dependents in emergency situations, such as:
> Funeral assistance for employees and direct
dependents;
> Support in the event of work-related, traffic, or other
types of accidents;
> Authorization for emergency medical or dental plan
services;
> Emergency assistance for employees on assignment.
This initiative aims to strengthen the quality of life and
well-being of all employees.
Vaccination Benefit
Vaccines are effective and help prevent and reduce the
spread of diseases. As a way of promoting the health
of its employees and their direct dependents, Embraer
offers the Vaccine Benefit, through which the company
covers 80% of the cost of certain vaccines not provided
by the government.
Pharmacy Benefit
This benefit consists of Embraer’s pre-defined
financial contribution to the purchase of prescription
medications (medical and dental) made by employees
and their direct dependents.
Dental Plan
Embraer offers four dental plan options to all employees
and their legal dependents. The basic plan (mandatory
coverage) is fully funded by the company.
Currently, 35,000 individuals are covered under the
dental plans.
Health Plan
Embraer offers both regional and national health plans,
with ward and private room accommodation options,
available to all employees and their legal dependents.
The company contributes to the monthly premiums,
subsidizing between 70% and 100% of the cost. At
present, the health plans cover 41,900 individuals.
Life Insurance
The company offers life insurance coverage to all
employees and interns.
On-site Laboratory Services
To simplify daily routines and encourage employees to
keep their medical tests up to date, the company provides
access to Sabin Clinical Laboratory services at the São
José dos Campos and EGM facilities.
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Talent Management
AVERAGE TRAINING HOURS PER EMPLOYEE, BY JOB CATEGORY
AND GENDER
2022
2023
2024
MEN
WOMEN
MEN
WOMEN
MEN
WOMEN
Administrative
Total training hours
7,191
4,468
8,957
6,409
8,311
4,768
Total number of employees by category
355
228
335
230
368
267
Average hours per employee by category
21.5
19.6
26.7
27.9
22.6
17.9
Engineer
Total training hours
87,790
20,560
166,207
40,954
159,855
42,078
Total number of employees by category
3,026
553
3,196
617
3,441
712
Average hours per employee by category
28.7
37.2
52
66.4
46.5
59.1
Internship
Total training hours
12,599
11,102
16,160
11,415
22,832
13,380
Total number of employees
310
236
357
250
335
235
Average hours per employee by category
40.6
47
45.3
45.7
68.2
58.2
Leadership
Total training hours
24,522
5,332
22,154
5,397
18,878
4,397
Total number of employees by category
797
148
827
164
890
185
Average hours per employee by category
30.8
36
26.8
32.9
21.2
23.8
Operational
Total training hours
263,727
34,699
355,700
60,129
395,791
81,586
Total number of employees by category
5,908
719
6,805
1,007
7,559
1,289
Average hours per employee by category
44.6
48.3
52.3
59.7
52.4
63.3
Pilot
Total training hours
572
0
1,320
63
1,299
38
Total number of employees by category
84
0
99
2
99
3
Average hours per employee by category
6.8
0
13.3
31.6
13.1
12.7
Professional
Total training hours
51,223
43,581
44,657
31,279
44,662
35,958
Total number of employees by category
1,588
1,169
1,691
1,244
1,769
1,355
Average hours per employee by category
32.3
37.3
26.4
25.1
25.2
26.5
Technician
Total training hours
87,886
8,996
116,452
13,475
136,205
13,629
Total number of employees by category
1,932
194
2,094
240
2,156
246
Average hours per employee by category
45.5
46.4
55.6
56.1
63.2
55.4
Total
Total training hours
525,510
128,738
731,608
169,121
787,833
195,833
Total number of employees
14,016
3,247
15,404
3,754
16,617
4,287
Average hours per employee
38.2
39.6
47.5
45.1
47.4
45.7
Employee Training and Development
(GRI 404-1)
Figures have been rounded.
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Employee Training and Development
AVERAGE TRAINING HOURS PER EMPLOYEE, BY GENDER AND AGE GROUP
2024
MEN
WOMEN
Up to 20 years
Total training hours
27,220
13,516
Total number of employees by category
339
206
Average hours per employee by category
80,3
65.6
21 to 30 years
Total training hours
232,613
82,401
Total number of employees by category
3,511
1,342
Average hours per employee by category
66.3
61.4
31 to 40 years
Total training hours
255,556
60,704
Total number of employees by category
4,944
1,422
Average hours per employee by category
51.7
42.7
41 to 50 years
Total training hours
215,514
34,420
Total number of employees by category
5,639
1,049
Average hours per employee by category
38.2
32.8
Over 50 years
Total training hours
56,930
4,793
Total number of employees by category
2,184
268
Average hours per employee by category
26.1
17.9
Figures have been rounded.
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Employee Training and Development
Investment in Employee Development
INVESTMENT IN
TRAINING AND
DEVELOPMENT
2022
2023
2024
Average training and development
hours per FTE
38
47
47
Average training and development
spending per FTE (USD)
78
98
64
AVERAGE TRAINING HOURS PER EMPLOYEE, BY GENDER AND ETHNICITY
2024
MEN
WOMEN
Black
Total training hours
41,069
9,623
Total number of employees by category
637
147
Average hours per employee by category
64
65
Brown
Total training hours
135,529
36,787
Total number of employees by category
2,132
562
Average hours per employee by category
64
65
White
Total training hours
544,937
139,360
Total number of employees by category
11,442
2,998
Average hours per employee by category
48
46
Asian
Total training hours
11,984
2,725
Total number of employees by category
249
50
Average hours per employee by category
48
54
Indigenous
Total training hours
769
100
Total number of employees by category
9
3
Average hours per employee by category
85
33
Not declared
Total training hours
2,922
347
Total number of employees by category
514
177
Average hours per employee by category
6
2
(GRI404-1)
Note: the ethnicity data refer only to employees in Brazil. The figures presented have been rounded.
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Corporate Programs
Embraer Academies
Designed to accelerate and enhance technical, behavioral, and business competencies
through customized programs for employees, aiming to meet business unit strategies
and ensure competitiveness in the market by investing in people development.
These academies are developed by the People Training and Development team in
partnership with subject matter experts from across the company. They offer innovative
learning solutions aligned with current trends and provide top-tier educational
experiences, while strengthening a culture of continuous learning.
Leadership Academy
In 2024, Embraer restructured its Leadership Academy to strengthen global connections and
foster closer relationships with leaders, reaffirming its commitment to developing, empowering,
and supporting them in exercising leadership aligned with expected behaviors.
The Leadership Academy focused on reinforcing these behaviors through training on
Embraer’s Leadership Behaviors, promoting a culture of collaboration, integrity, innovation,
and excellence. This initiative seeks to develop leaders who can inspire, engage, and empower
their teams, creating a healthy work environment aligned with organizational values and
focused on delivering strategic results.
Two new programs were created: The First-Time Leadership Journey was developed for
supervisors embarking on their management path. The program focuses on developing
essential skills such as organization and communication.
Meanwhile, the EMpower to Fly program was designed to prepare professionals with leadership
potential by working on strategic skills and equipping them to face higher-level challenges in
the future.
As part of an existing initiative focused on the development of women in leadership at Embraer,
called EMpower Women, the Leadership Academy enhanced this effort by introducing a
dedicated mentorship program for women supervisors. These supervisors are mentored directly
by directors and managers of the company, reinforcing Embraer’s commitment to promoting
the development of women for leadership roles, in line with the company’s target of reaching
20% female representation in senior leadership by 2025.
The company also continued its Mental Health and Psychological Safety training program,
aimed at raising awareness and engaging leaders to act as agents of transformation, fostering
healthy and psychologically safe environments for themselves and their teams.
(GRI 404-2)
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maturity and readiness of employees. In 2024, a
new 18-month cohort was launched, involving 225
mentor-mentee pairs. Participants dedicated study
hours to 191 technical topics with direct impact on
people development and the preservation of Embraer
Engineering’s technical knowledge. The program is
coordinated by the Engineering Strategy team, with
support from the Engineering Academy.
Engineering Knowledge Acceleration Program (ACE)
It aims to train employees with up to 12 months at the
company and new hires through 38 courses, structured
around the following pillars: Culture, Aeronautics
& Business, Engineering Excellence Manual, and
DIP (Integrated Product Development), as well as
Technical Concepts, Engineering Procedures and
Tools, Business, and Soft Skills. All training sessions
are delivered within 20 days by Embraer’s in-house
expert facilitators. In addition to theoretical courses,
the program offers practical immersion across different
departments, giving participants the opportunity to get
closer to operations and products.
The program has trained 20 cohorts and approximately
980 participants to date, including 5 cohorts held
in 2024, supporting key areas involved in integrated
product development: Engineering, Manufacturing
Engineering Strategy, Quality, Services & Support,
and
subsidiary
EVE. This
training
program
recorded a total of approximately 70,000 training
hours in 2024.
Electronic Warfare Extension Program
This program is conducted in partnership with ITA
(Technological Institute of Aeronautics) and offers
participants an extension certificate in Electronic
Warfare. The program includes conceptual modules,
lab-based practical activities, and technical visits to
institutes, companies, and organizations in the market.
In 2024, the second cohort was held with 24
participants from various Embraer departments:
Engineering, Services & Support, and Sales, as well
as one participant from XMobots®, a drone company
invested in by Embraer. Over the program’s lifetime,
50 direct applications of course knowledge to
business operations have been recorded, resulting
in reduced labor hours, better understanding of
customer needs, and improved, more coherent
configurations—all contributing to aligning learning
with business outcomes.
Other programs and training initiatives support these
efforts, focusing on preparing leaders to manage healthy
and engaged teams, aligned with Embraer's commitment
to building a more inclusive and responsible organization,
grounded in its Cultural Pillars.
Engineering Academy
In 2024, several learning solutions were implemented,
aligned with current and future demands of engineering,
and aiming to accelerate the development of technical,
behavioral, and business skills among employees.
These initiatives promote a systemic view of product
development, strengthen knowledge management,
and encourage employee engagement. Additionally,
new engineering-specific programs were launched,
complementing existing initiatives that have evolved
over the years. All these actions were conducted with
the collaboration of multidisciplinary teams from the
engineering and training and development areas.
Engineering Technical Mentorship Program
For over 15 years, the Technical Mentorship Program
has demonstrated the importance of intergenerational
knowledge exchange in enhancing the technical
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The program was designed to meet business demands
for current and future flight test campaigns, which require
increased technical readiness.
Embraer Connections Tour Program
This program aims to broaden employees’ understanding
of Embraer’s products and processes. More than 40
experiential stations are cataloged across 6 Embraer sites,
including final assembly, control tower, furniture production,
Soft Skills Program for Engineering
The Engineering Academy’s Soft Skills pillar delivered
several in-person and remote training sessions on this
topic, supported by the LinkedIn Learning platform,
external consultancies, and internal instructors. Over 5,600
participations were recorded, totaling approximately 11,000
training hours.
The four most accessed topics were: learning culture,
decision-making, creative thinking, and active listening in
interpersonal communication. Compared to 2023, there was
a significant increase in the number of employees accessing
soft skills content—an achievement made possible by the
availability of the LinkedIn Learning platform and the creation
of a working group composed of both leaders and non-
leaders from the engineering and training & development
areas. This group structured reinforcement strategies for
learning solutions, such as podcast series on soft skills
(featuring senior leadership), awareness forums on the
learning culture (lifelong learning, upskilling, and reskilling),
microlearning editions (curated content on soft skills), and
self-development learning paths focused on soft skills.
One highlight that contributed to soft skills development in
engineering was the “Developing Innovative Environments”
Workshop, held at various Embraer sites, which trained
around 130 leaders. The workshop provided opportunities for
reflection and the collection of best practices, encouraging
innovation and increasing employee engagement.
Also contributing to soft skills development is the
Engineering Shadowing Program, now in its second cycle in
2024. The program was designed by the engineering teams
in collaboration with the Engineering Academy. In 2024, it
reached 81 participants—a 75% increase compared to 2023—
and totaled 2,025 participant hours. The program’s main
objectives include fostering engagement, developing soft
skills (such as interpersonal relationships), and expanding
both business and technical capabilities.
Flight Test Engineer Training Program
In 2024, Embraer launched the first Brazilian cohort
of the Flight Test Engineer Training Program, in
partnership with a national institution accredited by
the Ministry of Education (MEC). Each participant
followed a structured curriculum consisting of: 78 hours
of theory, 240 hours of flight simulator exercises, 120
hours of practical flights in an experimental aircraft,
400 additional hours dedicated to familiarization with
flight test documentation, including test card creation,
flight preparation, and report writing.
Eight employees completed the full training path
as regular students from the flight test department,
and two others from different departments joined
the theoretical and simulator stages to deepen their
knowledge in this area — reinforcing the company’s
flight test talent pipeline.
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increased by more than 151% compared to 2023. The
Engineering Academy now counts 219 learning path
curators and approximately 280 internal instructors,
responsible for more than 650 internal specialized
training courses. Highlights among new learning
solutions include the production of 11 self-produced
video lessons by internal instructors using Embraer-
provided tools and an external partner's AI platform.
Another key 2024 initiative was the expansion of
the Hard Skills Pillar learning tracks to engineering
sites abroad, where 14 courses were held, training
approximately 150 engineering professionals through
customized programs adapted to local cultures.
Similar expansions are underway for the Business &
Management and Soft Skills pillars.
Engineering for the Future
– Skills Development Program
In 2024, the first cohort of the Model-Based Systems
Engineering (MBSE) Program was held, in partnership
with the Technological Institute of Aeronautics (ITA).
This conceptual and practical training, attended by
40 employees, uses modeling techniques to support
a system’s entire lifecycle. It promotes upskilling of
future tech capabilities and enables the development
of robust, efficient, and safe systems. The program
simulators, laboratories, augmented reality center, and
wiring harness production, among others.
In addition to bringing participants closer to the
product,
the
initiative
fosters
cross-functional
interaction. Since 2023, over 800 employees have
participated in the tours, totaling approximately
50,000 hours of training. This is a hands-on learning
experience with multiple associated benefits and
plays an important role in strengthening employee
engagement with Embraer.
Product Development Skills Acceleration Program
Revamped in 2023, the Product Development pillar
delivered nine specialized development tracks in
the
following
technological
areas: Aeronautics,
Structures, Materials, Maintenance Engineering and
Technical Information (EMIT), Systems, Projects,
Product Integrity, Software, and Systems Integration.
Additionally,
a
General
Product
Development
Track was launched, focusing on transversal topics
recommended or required for all new engineering
employees, such as: Innovation and Technology,
Product
Cost,
Aeronautical
Culture,
Product
Configuration, Project Management, Business &
Management, Technical Concepts, and Soft Skills.
In 2024, the number of new learning solutions
was stablished by attendance, totaling approximately
4,000 participant hours, with both conceptual and
practical activities, such as real-time simulation
exercises, a final project based on an applied case, and
the promotion of social learning among participants,
who were able to exchange experiences and lessons
learned throughout the course.
Engineering Job Rotation Program
In 2024, Embraer held the second edition of the
Engineering Job Rotation Program, coordinated by the
Engineering team in partnership with the Engineering
Academy. A total of 81 selected employees participated
in 3 to 6-month rotations, working on tasks and
challenges in different departments. The program was
created to broaden technical knowledge, increase
understanding of different routines and processes,
expand
business
and
strategic
insight
within
engineering, and strengthen networking soft skills. In
2024, the program expanded beyond engineering to
other departments involved in product development.
Business & Management in Engineering Program
In 2024, the Engineering Academy strengthened the
Business & Management pillar by assembling a working
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the pillars and expected behaviors, alongside curated
LinkedIn Learning courses that help employees practice
those values daily.
Diversity Academy
Focused on strengthening a culture of diversity,
equity, and inclusion, the Diversity Academy
hosted development webinars to raise awareness
and foster understanding of issues related to
underrepresented groups, including women, the
LGBTQIA+ community, people with disabilities, and
Black and Brown individuals. In 2024, learning paths
on diversity, equity, and inclusion were launched on
the EMpower hub. These included four core pillars
and about 50 curated content pieces, ranging from
beginner to intermediate level, sourced from various
platforms.
Business Units Academy
In 2024, the Materials Academy and Tech Services
Academy, under the Services & Support vice-
presidency, delivered a combined total of 1,700
training hours, in addition to webinars and discussion
circles. Both academies had global reach and focused
on developing technical and behavioral competencies.
Manufacturing Engineering Academy
Launched
in August
2023,
the
Manufacturing
Engineering Academy consists of a series of programs
focused on qualifying and training professionals for
current and future challenges, aiming to enhance
team readiness and define strategic actions to
address capability gaps. In 2024, the academy was
introduced to the Melbourne site in the United States,
with learning paths designed in alignment with local
cultural context. A global mentoring program was also
launched, with 61 mentor-mentee pairs focused on
developing readiness in key aeronautical technologies
critical to the sustainability of the business.
Throughout
2024,
approximately
200
training
sessions were held, with around 8,000 participants,
covering both soft and hard skills.
Quality Academy
Launched globally in 2024, the Quality Academy
aims to pursue excellence in quality and customer
satisfaction through learning and people development,
as well as by building the competencies of today’s
and tomorrow’s professionals. It seeks continuous
improvement and process standardization, with the
goal of achieving high quality standards by promoting
ongoing enhancement.
group of leaders and non-leaders in collaboration with
the Training and Development department. A Business
& Management Immersion Program was launched,
with 970 total participants across 14 curriculum
modules taught by expert partners. Among them, 60
participants from Brazil and the United States were
selected for the full learning journey. In total, the
program accounted for 1,940 participant hours. Topics
covered include: the structure, strategy, and operations
of Embraer’s business units; strategic planning;
corporate finance; integrated product development;
customer and product support services; innovation;
among others. The sessions were led primarily by
leaders and subject matter experts from various areas.
This program will expand throughout 2025 with the
recording of video lessons, making knowledge more
accessible and scalable to all employees in engineering
and other areas of the company. The initiative aims to
enhance business insight, support more assertive and
integrated decision-making, and strengthen employee
engagement with Embraer.
Culture Academy
To disseminate and reinforce Embraer’s Cultural
Pillars, the Culture Academy page was launched on the
EMpower hub. The academy offers a learning journey
about organizational culture, including the origin of
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chain management—one of the business's most critical
topics. In 2024, training continued with a focus on soft skills,
including advanced negotiation based on real case studies,
elicitation techniques, and APICS CPIM certification,
which attests to competencies in materials management,
inventory, and planning. The year also marked the launch of
a mentoring program involving 16 pairs, working on topics
directly related to business challenges. As a result, the
program delivered approximately 150 training sessions, with
over 2,800 participants and about 240 learning hours.
Procurement Academy
The Procurement Academy aims to ensure the development
of Procurement professionals by building training paths
based on the competencies required for each role, in
alignment with Embraer’s business and strategic needs. The
academy features 27 development topics mapped across
its learning paths, with approximately 1,900 participations
and over 209 training hours recorded. In 2024, 31 training
sessions were conducted, aligned with the academy’s
business fronts, and a mentoring program was launched
with 16 mentor-mentee pairs, focusing on business-driven
challenges. Additionally, the leadership team and early-
career professionals (Y Generation) was trained in Advanced
As a result, over 40 training sessions were delivered,
reaching approximately 1,000 participants and totaling
around 370 learning hours.
Supply Chain Academy
Launched in 2021, the Supply Chain Academy is
dedicated
to
providing
training
in
supply
chain
management best practices and concepts, as well
as cultivating behaviors that drive process trans-
formation and continuous improvement toward excellence,
which is particularly relevant for areas involving supply
Negotiation, in partnership with one of the leading consulting
firms in the market.
Lean Academy
One of Embraer’s pioneering academies, open to all areas of
the company. Its objective is to foster organizational learning
and disseminate the Lean philosophy, which forms part of
the cultural foundation of Embraer’s strategic plan.
In 2024, the academy delivered around 260 training
sessions, training over 4,000 employees, including more
than 1,800 participants trained in DOJOs, Embraer’s hands-
on Lean learning spaces.
Since its launch in 2020, the Academy has reached a
milestone of 286,000 training completions.
In 2024, as part of its strategy to broaden the dissemination
of Lean principles, the academy introduced AI-powered
dubbing of its training materials — originally in Portuguese —
into English, and made them available on EMpower, ensuring
inclusivity and expanding global organizational learning.
Corporate Aeronautical Qualification Program
This program provides content aimed at the company’s
production areas responsible for the manufacturing and
assembly of aircraft. Its purpose is to ensure employees are
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fully qualified and prepared to perform their duties with
safety and quality. In 2024, a Kaizen event resulted in
the creation of the Embraer Qualification Program (PQE).
Under the Internal PQE, a trainee program was
introduced, in which new employees are hired and
undergo approximately 45 days of training, covering
basic production concepts in both theory and practice.
After the qualification phase, they are assigned to
operational areas where they continue their learning
through On-the-Job Training (OJT), supported by
designated mentors.
In 2024, the Internal Qualification Program registered
approximately 300,000 course participations, totaling
around 500,000 training hours.
My Tech Academy (Technology Academy)
The My Tech Academy aims to train and develop
Embraer employees in the most advanced technologies,
accelerating knowledge acquisition and enhancing the
speed at which new solutions are implemented. In 2024,
the academy focused on developing transformation
agents, driving significant change across various areas of
the company.
The results highlight its impact: 54 key topics were
covered, with 72 training sessions and events held, and
over 10,000 participations recorded.
Soft Skills Program
Embraer’s Soft Skills Program is designed to develop
and enhance employees’ interpersonal and behavioral
skills, aligned with Embraer’s cultural strategy and
expected behaviors.
In 2024, the program held 100 sessions across 18
different topics, totaling over 800 training hours and
around 2,500 participations.
Knowledge Partners Program
The Knowledge Partners Program includes over 1,200 active
partners, who are responsible for delivering approximately
90% of all synchronous training sessions at Embraer.
To maintain engagement and continuous development of the
partners in 2024, the following initiatives were conducted:
> Hybrid recognition event for Knowledge Partners
from all Embraer sites;
> Creation and revision of specific training programs
for the development of this audience;
> Launch of a Self-Development Learning Path.
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Education Incentive Program
Launched in 2022, the Program was created to recognize
and foster employee development by offering financial
support for postgraduate education, including lato sensu
and stricto sensu programs (MBA, master’s, doctoral,
and post-doctoral studies), in both Brazil and abroad,
in alignment with the business strategy. Applicable to
all employees under permanent employment contracts
across all Embraer units, the program supported
approximately 100 employees in 2024, with a total
investment of over BRL 300,000.
Language Learning Program
With classes and content offered entirely online (both
synchronous and asynchronous), the Language Program
had over 600 active students in 2024, closing the year
with 69 classes and a total investment of approximately
BRL 3.6 million.
Learning Platforms
LinkedIn Learning
The platform offers over 24,000 learning resources —
updated weekly — ranging from beginner to advanced
levels. It covers topics such as: people, business,
technology, and creativity, and is available in over
10 languages. It includes certifications, accessibility
features, and AI tools. Following its launch in late 2023,
2024 was marked by a strong campaign to promote and
drive engagement to it, adding value for both employees
and the business. LinkedIn Learning courses were
increasingly incorporated into the academies' learning
tracks and corporate programs, in addition to being
accessed independently by employees pursuing self-
development. As a highlight engagement strategy, the
company aligned the topic of learning with innovation by
launching a dedicated learning path in innovation and
technology, using LinkedIn Learning content. This path
was promoted globally in partnership with Embraer’s
Innovation team.
The most frequently accessed LinkedIn Learning
courses by Embraer employees in 2024 were: Microsoft
Excel, Power BI, Artificial Intelligence, Data Analysis,
Communication, Emotional Intelligence, and Personal
Development. That year, the platform maintained
an average engagement rate of 58% of “repeat
learners” (those who consistently access content),
outperforming the 48% average among companies in
the same industry segment.
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EMpower Learning
In 2024, Embraer officially launched the EMpower
Learning Platform, developed in-house by the People
Development team in partnership with various
business areas. The platform replaced a previously
outsourced
solution
provided
by
an
external
consultancy, resulting in cost reduction and greater
autonomy for Embraer in knowledge management.
This initiative aims to host a wide variety of content
organized into learning paths, helping employees find
educational resources that support skill development,
upskilling, and reskilling in the areas of Soft Skills,
Hard Skills, and Business. These learning paths
are designed by Embraer’s Corporate Programs and
Academies, based on current and future business
skill requirements, as well as individual development
plans (IDPs). The EMpower Learning Platform stands
as a symbol of Embraer’s commitment to empowering
individuals
in
their
self-directed
development,
enabling employees to independently plan their
learning journeys, access content at any time, and
explore materials developed by cross-functional
teams. This cross-disciplinary access promotes the
expansion of capabilities across various domains,
accelerating performance and career growth.
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New Employee Hires
NEW HIRES
UNIT
2022
2023
2024
Total hires
N
3,371
3,581
3,948
Percentage of hires relative to total employees
%
19
19
19
NUMBER AND PERCENTAGE OF HIRES BY GENDER
UNIT
2022
2023
2024
Women
N.
858
938
1,117
%
25.5
26
28
Men
N.
2,492
2,642
2,827
%
73.9
74
72
NUMBER AND PERCENTAGE OF HIRES BY AGE GROUP
Under 30
N.
1,598
1,770
2,219
%
47.4
49
56
30 to 50
N.
1,567
1,657
1,561
%
46.5
46
39
Over 50
N.
206
154
168
%
6.1
4
4
NUMBER AND PERCENTAGE OF HIRES BY COUNTRY
Brazil
N.
2,831
3,084
3,391
%
84
86
86
United States
N.
497
442
499
%
14.8
12
13
Portugal
N.
2
7
6
%
0.06
0
0
Other countries
N.
41
48
52
(GRI 401-1)
Figures have been rounded.
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STEM HIRES
Women
N.
134
146
160
%
24
28
28
Men
N.
421
377
416
%
76
72
72
NUMBER AND PERCENTAGE OF STEM HIRES BY RACE
Black
N.
-
-
227
%
-
-
7
Brown
N.
-
-
762
%
-
-
22
White
N.
-
-
2,340
%
-
-
69
Asian
N.
-
-
50
%
-
-
1
Indigenous
N.
-
-
4
%
-
-
0
Not declared
N.
-
-
8
%
-
-
0
New Employee Hires
(GRI 401-1)
Figures have been rounded.
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Employee Turnover
TURNOVER
UNIT
2022
2023
2024
Total employee turnover
N.
1,347
1,295
1,280
Percentage of turnover relative to total number of employees
%
8
7
6
Voluntary employee turnover
N.
956
773
757
Percentage of voluntary turnover
%
6
4
4
NUMBER AND PERCENTAGE OF TURNOVER BY GENDER
2022
2023
2024
Women
N.
245
254
248
%
18.2
19
19
Men
N.
1,094
1,033
1,025
%
81
80
80
NUMBER AND PERCENTAGE OF TURNOVER BY AGE GROUP
2022
2023
2024
Under 30
N.
243
287
322
%
18
22
25
30 to 50
N.
902
803
765
%
67
62
60
Over 50
N.
202
205
193
%
15
16
15
(GRI 401-1)
Figures have been rounded.
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TURNOVER
UNIT
2022
2023
2024
NUMBER AND PERCENTAGE OF TURNOVER BY COUNTRY
Brazil
N.
888
909
845
%
66
70
66
United States
N.
427
345
393
%
32
27
30
Portugal
N.
1
2
5
%
0.1
0
0
Other countries
N.
31
39
37
NUMBER AND PERCENTAGE OF TURNOVER BY RACE
Black
N.
-
-
34
%
-
-
4
Brown
N.
-
-
164
%
-
-
19
White
N.
-
-
628
%
-
-
74
Asian
N.
-
-
17
%
-
-
2
Indigenous
N.
-
-
1
%
-
-
0
Not declared
N.
-
-
0
Figures have been rounded.
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Return to Work and Retention After Maternity/Paternity Leave
RETURN TO WORK AND RETENTION AFTER MATERNITY/PATERNITY LEAVE
UNIT
2022
2023
2024
Employees entitled to maternity/paternity leave, by gender
Women
N.
3,011
3,285
3,773
Men
N.
13,706
13,420
14,539
Total
N.
16,717
16,705
18,312
Total number of employees who took maternity/paternity leave, by gender
Women
N.
114
74
115
Men
N.
390
366
376
Total
N.
504
440
491
Total number of employees who returned to work after maternity/paternity leave, by gender
Women
N.
109
72
108
Men
N.
377
354
373
Total
N.
489
426
481
Return-to-work rate of employees who took maternity/paternity leave, by gender
Women
%
96
97
94
Men
%
97
97
99
Total
%
96
97
98
Total number of employees who returned to work after maternity/paternity leave and remained employed 12 months later, by gender
Women
N.
174
64
76
Men
N.
702
329
341
Total
N.
876
393
417
Retention rate of employees who took maternity/paternity leave, by gender
Women
%
91
90
100
Men
%
95
93
99
Total
%
94
92
99
(GRI 401-3)
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Employees
The total number of employees includes all employees, including interns and apprentices
directly hired by the company. Data includes EMBRAER, ELEB, and EVE across all countries.
Data from affiliates ATECH, VISIONA, and OGMA were not considered.
For the number of temporary employees, only those under fixed-term contracts, interns, and
apprentices were considered. For the number of part-time employees, all individuals working
less than 8 hours per day were included.
In 2024, the company had 2,583 workers who were not directly employed by Embraer,
but whose work was managed or controlled by the company. The most common
types of workers in this category included those in cleaning and maintenance, food
services, facility security, IT services, logistics, and tooling engineering. (GRI 2-8)
All employees are represented by an independent trade union or covered by collective
bargaining agreements. (GRI 2-30)
FEMALE
MALE
OTHERS*
NOT DIS-
CLOSED
TOTAL
Total number of employees
4,287
16,617
0
19
20,923
Number of permanent employees
3,947
16,113
0
19
20,079
Number of temporary employees
340
504
0
0
844
Number of employees without
guaranteed working hours
0
0
0
0
0
Number of full-time employees
3,961
16,141
19
0
20,121
Number of part-time employees
326
476
0
0
802
BRAZIL
USA
PORTUGAL
OTHER
COUNTRIES
TOTAL
Total number of employees
18,312
2,236
27
348
20,923
Number of permanent employees
17,510
2,228
23
318
20,079
Number of temporary employees
802
8
4
30
844
Number of employees without
guaranteed working hours
0
0
0
0
0
Number of full-time employees
17,520
2,236
27
338
20,121
Number of part-time employees
792
0
0
10
802
(GRI 2-7)
*Gender as self-identified by employees.
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Benefits (GRI 401-2)
Embraer offers a comprehensive benefits package
that covers 100% of its employees worldwide, with
minor variations based on market practices and local
realities in each country or region.
In Brazil, where over 85% of Embraer’s workforce is
located, the benefits include: Health Plan, Dental
Plan, Life Insurance, Private Pension Plan, On-site
Restaurants at operational units, Meal Voucher,
Food Voucher, 180-day Maternity Leave and 20-day
Paternity Leave, Flexible Work Hours, Alternative work
models such as 100% remote and hybrid formats,
Childcare Allowance, Pharmacy Benefit, Vaccine
Benefit, Executive Check-up, Gympass, Language
Academy, Education Incentive Program, Embraer
Cooperative, APVE – Embraer Pioneers and Veterans
Association, and ADC – Embraer Class-Based Sports
Association.
Additionally, the company offers a comprehensive
well-being program. Learn more.
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Diversity
Diversity in Governance Bodies
(GRI 405-1)
DIVERSITY IN GOVERNANCE
BODIES (%)
2022
2023
2024
Women
15
9
9
Men
85
91
91
Under 30
0
0
0
30 to 50
8
9
9
Over 50
92
91
91
Total number of individuals
13
11
11
Figures have been rounded.
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EMPLOYEE DIVERSITY
GENDER
2022
2023
2024
Administrative
Women (%)
40
41
42
Men (%)
59
59
58
Not disclosed (%)
0
0
0
Total number of
individuals
563
566
637
Engineer
Women (%)
15
16
17
Men (%)
85
84
83
Not disclosed (%)
0
0
0
Total number of
individuals
3,615
3,812
4,153
Internship
Women (%)
43
41
41
Men (%)
57
59
59
Not disclosed (%)
0
0
0
Total number of
individuals
546
607
565
Leadership
Women (%)
16
16
17
Men (%)
84
84
83
Not disclosed (%)
0
0
0
Total number of
individuals
945
991
1.075
Operational
Women (%)
11
12
15
Men (%)
89
88
85
Not disclosed (%)
0,4
0,2
0
Total number of
individuals
6,627
7,630
8,863
EMPLOYEE DIVERSITY
GENDER
2022
2023
2024
Pilot
Women (%)
0
2
3
Men (%)
100
98
97
Not disclosed (%)
0
0
0
Total number of
individuals
84
101
102
Professional
Women (%)
42
42
43
Men (%)
58
58
57
Not disclosed (%)
0
0
0
Total number of
individuals
2,757
2,935
3,124
Technician
Women (%)
9
10
10
Men (%)
91
90
90
Not disclosed (%)
0,05
0
0
Total number of
individuals
2,126
2,335
2,404
Total
Women (%)
19
20
20
Men (%)
81
80
79
Not disclosed (%)
-
0,1
0
Total number of
individuals
17,263
19,179
20,923
Workforce Composition by Gender and Job Category
(GRI 405-1)
Figures have been rounded.
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Workforce Composition by Age Group
Workforce Composition by Ethnicities and Other Minorities
Women in Leadership
(GRI 405-1)
(GRI 405-1)
(GRI 405-1)
Notes: (i) As of the 2022 report, only women in formal management positions (junior to senior) are included in the count for revenue-generating functions
(ii) Embraer includes roles with the word “sales” in this calculation and plans to enhance this parameter to include other revenue-generating functions
in the future. Figures have been rounded.
Note: “People with disabilities” data refer only to units in Brazil. Figures have been rounded.
AGE GROUP (%)
2022
2023
2024
Under 30
19
20
23
30 to 50
69
67
63
Over 50
12
13
14
WOMEN IN LEADERSHIP (%)
2022
2023
2024
Female representation in the total workforce
19
20
20
Female representation in all management levels (junior, middle,
and senior management)
16
16
17
Female representation in junior management roles (first level of
management)
17
18
17
Female representation in senior management roles (up to two
levels below the CEO or equivalent)
15
13
17
Female representation in management roles in revenue-generating
functions (e.g., sales)
0
0
8
Female representation in STEM roles (Science, Technology,
Engineering, and Mathematics)
17
18
18
ETHNICITIES AND OTHER MINORITIES (%)
2022
2023
2024
Asian
2
1.5
1
Black or African American
13
15
17
White
71
70
70
Indigenous
0.05
0
0
Not disclosed
14
13
12
People with disabilities
5
4
4
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Gender Pay Equity
(GRI 405-2)
Gender Pay Equity
(GRI 405-2)
DIFFERENCE BETWEEN COMPENSATION AND BASE SALARY
RECEVEID BY MEN AND WOMEN
UNIT
GENDER PAY GAP BETWEEN MALE AND FEMALE EMPLOYEES
2022
2023
2024
Average salary gap between men and women
%
8
10
12
Median salary gap between men and women
%
0
0
5
Average bonus gap
%
14
12
32
Median bonus gap
%
5
5
23
Data coverage (% of FTEs)
%
95
95
95
Data Coverage (% of FTEs): 95% (Excludes Apprentices, Interns, and Eve employees). Figures have been rounded.
2022
2023
2024
Ratio of average compensation and base salary received by women to that received by men
Unit
Average salary
Women
Average salary
Men
Average salary
Women
Average salary
Men
Average salary
Women
Average salary
Men
Executive level (base salary only)
USD
159,874
184,001
180,990
218,669
157,737
177,376
Executive level (base salary + additional financial incentives)
USD
240,569
309,295
255,864
281,154
217,825
257,139
Managerial level (base salary only)
USD
71,320
71,957
63,552
74,701
49,048
55,600
Managerial level (base salary + additional financial incentives)
USD
83,989
87,023
71,686
88,245
58,903
70,460
Non-managerial level (base salary only)
USD
27,397
29,888
28,402
30,546
20,671
22,829
Non-managerial level (base salary + additional financial incentives)
USD
28,599
31,036
29,268
31,550
22,193
24,621
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Compensation Policies Applied to the Highest
Governance Body and Senior Executives (GRI 2-19)
Embraer currently has in place two key compensation policies:
the Management Compensation Policy, which applies to all
board members, and the Executive Compensation Policy,
which applies to all executives. The most recent revisions were
approved by the Board of Directors on October 26, 2018, and
November 11, 2021, respectively.
Both policies are designed to attract and retain highly qualified
professionals aligned with the company's principles and
values and with the objectives of its shareholders. To this end,
the company bases its compensation policies on monitoring
the external environment and annually benchmarking its
compensation practices against a reference market, which
includes competitors in its business segments, Brazilian
multinationals, publicly traded companies, or companies with
similar compensation strategies.
Statutory Board of Officers Total compensation values
are planned annually based on market surveys involving
companies of comparable size, complexity, and business
challenges to those of Embraer. These surveys aim to
define not only market-aligned compensation values
but also the proportionality of components, including
Fixed and Variable Compensation, both Short-Term and
Long-Term. The company prioritizes the retention of its
executives and seeks to attract and retain highly qualified
officers and key personnel, aligning their interests with
those of shareholders. Additionally, the policies aim to
ensure that executives who effectively contribute to the
company’s performance and the value of its securities
participate in the results of their contributions.
Fixed Compensation: it is defined annually from the
market references. The Board of Directors adjusts these
values each year, as deemed necessary.
Benefits: Group life insurance, health insurance, and
private pension plan, offered under the same conditions
as those available to Embraer employees.
Short-Term Incentives (STI): Members of the Executive
Board are entitled to variable compensation and are
eligible to participate in short-term incentive plans,
designed to reward the achievement of goals that support
Embraer's short-term strategy.
Long-Term Incentives (LTI): Members of the Executive
Board are eligible to participate in long-term incentive
plans, which — through phantom share mechanisms
and the Stock Option Program — reward executives for
achieving targets aligned with the company’s medium
and long-term strategic goals.
Board of Directors: Members of the Board of Directors
receive a fixed monthly fee and are optionally offered
group life and health insurance, provided they assume
the full cost of these benefits. There is no variable
compensation for this body. The exclusively fixed
compensation structure for Board members is intended
to align with market best practices.
Performance Indicators (GRI 11.2, 12.2)
The performance indicators that are taken into account
to ascertain the short-term variable compensation are (i)
annual assessment of the "Action Plan," an instrument
signed with each statutory and non-statutory officer
annually containing the results intended by Embraer
for that year and the efforts planned for each one, so
that such results are achieved; and (ii) the result of the
company's overall performance.
As such, both STI and LTI compensation vary according
to financial and operational performance. The STI is
influenced by the evaluation of individual Action Plans,
while the LTI is tied to the company’s stock value
appreciation and performance targets specifically
defined in the Plan.
In the Short-Term Incentive program, the amount
effectively distributed to executives each fiscal year is
linked to their respective individual Action Plans, and
the payout will directly vary based on the achievement
of the defined results. The content of the Action Plan
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Strategic Plan, thereby reinforcing the connection
between Sustainability & ESG issues and the core
of the business. As these goals influence executive
variable compensation, their strategic relevance to
the company becomes even more evident.
At Embraer, ESG goals are defined in alignment with
the Strategic Plan and made available to all leaders,
who must select each year the goals that best align with
their area of responsibility. The selected goal will be
part of the leader’s short-term variable compensation.
In the case of executives, the CEO and Vice
Presidents have individual priorities that guide their
key annual deliveries in line with company strategy.
Each of them includes at least one ESG goal in their
individual priorities, and achieving it results in a
payout of up to 10%, calculated as part of the Short-
Term Incentive (STI).
Ratio of Total Annual Compensation (GRI 2-21)
In 2024, the ratio between the total annual
compensation of the highest-paid individual and
the average total annual compensation of all other
employees (excluding the highest-paid individual)
was 47.3 times, excluding Long-Term Incentive (LTI).
is reviewed annually through the company’s Business
Planning cycle and approved by the Board of Directors.
Accordingly, each executive is evaluated annually based
on the performance according to their specific Action
Plan, and their short-term variable compensation is
influenced by the outcome of this assessment.
Compensation Determination Process (GRI 2-20)
Embraer’s compensation practices and policies are
based on applicable legislation, general or segment-
specific market practices, as well as the country and
region in which the company operates. The definition,
implementation, or adjustment of benefits involves
market benchmarking, economic and financial feasibility
studies, and analyses of their impact on the overall
compensation package offered to Embraer employees.
The Board of Directors evaluates the company's
compensation
policy
annually,
based
on
recommendations from the People & ESG Committee,
which regularly addresses this matter in its meetings.
Variable Compensation Linked to ESG Goals (GRI 11.2, 12.2)
ESG goals are directly aligned with the company’s
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The following table presents the key results of the work conducted by the Embraer Institute and the Embraer Foundation in 2024.
Local Communities
* The Scholarship Fund Program has been discontinued. It was replaced by the Revoar Program, which offers financial aid, mentorship, and learning tracks for students graduating from Embraer schools and public schools in Gavião Peixoto.
EMBRAER INSTITUTE (BRAZIL) AND EMBRAER FOUNDATION (UNITED STATES)
2022
2023
2024
Number of organizations supported by Instituto Embraer and Embraer Foundation
43
37
25
Volunteers engaged worldwide
1,296
1,421
900
Total volunteer hours [hours]
5,891
12,468
11,840
HIGH SCHOOL PROGRAM (BRAZIL ONLY)
2022
2023
2024
Number of graduates from both Embraer high schools since 2002
4,760
5,000
5,240
% of Embraer high school students accepted into public or private universities with 100% scholarships
75%
86%
86%
University students supported by the scholarship fund (cumulative)
768
N/A*
N/A*
University students supported by the Revoar scholarship program
-
21
42
(GRI 413-1)
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Supply Chain Management
Embraer organizes its supply chain in accordance with
the specific characteristics of the aerospace industry,
focusing on operational efficiency, innovation, and
socioenvironmental responsibility, always upholding the
highest standards of ethics, transparency, and compliance.
With over 4,000 suppliers across 62 countries, the
company has advanced in the digital transformation
of its supply chain management processes, increasing
agility and traceability to meet the demands of a
dynamic and demanding market — while also reducing
Embraer’s exposure to financial, operational, and
socioenvironmental risks.
Management Tools
The implementation of the ONEChain Program, an
integrated digital platform that enables real-time supply
chain management and improves operational efficiency,
began in 2023 and was completed in 2024. The rollout
took place in countries where the company operates,
including Brazil, the United States, China, Singapore,
France, the Netherlands, and Portugal.
This initiative enables Embraer to enhance governance,
standardize processes, reduce costs, and increase
competitiveness, agility, and productivity, while also
scanning and unifying the entire process from sourcing
to supplier payment in an innovative manner.
The impact of this transformation was recognized at
the Procurement Success Summit 2024 (PSS), the
most influential supply chain event in the Asia-Pacific
region, where the ONEChain program received awards
in two categories: Process Innovation and Procurement
Ecosystem. Learn more.
ESG Program in the Supply Chain
Embraer’s ESG program in the supply chain is built
on five pillars: Assessments, Collaboration, Supplier
Code of Conduct, Socioenvironmental Requirements,
and Training. This program is part of Embraer’s
broader ESG strategy and is therefore overseen by
the Board of Directors through its advisory committee
responsible for ESG topics, the People, ESG and
Sustainability Committee (CPESG).
1 – Assessments
The Assessments pillar is responsible for risk and
opportunity management. In 2024, the company
adopted Prewave, a risk management platform that
monitors suppliers using public data on commercial,
financial, operational, and ESG aspects, providing
real-time visibility into risks associated with each
company with which Embraer maintains a direct
relationship.
Embraer
ESG
Suppliers
Program
Training
Code of
Conduct
Social &
Environmental
Requirements
Assessments: ESG
Risks, Carbon Footprint,
REACH and Conflict
Minerals
Collaboration
(GRI 3-3)
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Since 2023, Embraer has also used the Assent platform to
manage hazardous substance (REACH) and Conflict Minerals
compliance campaigns. This solution has enhanced efficiency
and control in meeting these regulatory obligations.
In this pillar, Embraer also participates in the CDP Supply
Chain Program, which it joined in 2023. Through this program,
the organization collects data from its suppliers and receives
an environmental performance assessment of its supply
chain. In 2024, the company doubled the number of suppliers
evaluated, representing 55% of direct material expenditures for
its Brazilian operations.
2 – Collaboration
Since 2022, Embraer has managed collaborative projects
with suppliers to expand the reach of its ESG agenda. Each
year, approximately 30 projects are monitored, with a stronger
focus on the supply chain in Brazil, addressing themes such as
returnable packaging, energy transition, and lecture series with
students from Embraer High Schools.
3 – Supplier Code of Conduct
Implemented in 2022, the Supplier Code of Conduct is based
on Embraer’s Corporate Values, the UN Global Compact
principles, and best practices in corporate governance and
accounting. The Code establishes the expected standards
and minimum requirements for suppliers to achieve
Embraer’s business objectives ethically, honestly, and
transparently, strengthening partnerships and contributing
to the well-being of the communities where the company
operates.
As part of the Code, suppliers are expected to: Fully comply
with applicable laws, rules, regulations, and requirements
(national and international), understand and implement this
Code throughout their entire supply chain. No provision of
this Code shall override any stricter terms contained in a
signed contract.
The Supplier Code of Conduct is reviewed annually to
reflect the latest updates and international best practices,
with the goal of maintaining a socially and environmentally
responsible, and ethical supply chain. Learn more about the
Supplier Code of Conduct.
4 – Social & Environmental Requirements
As part of the ESG program within the supply chain,
Embraer has well-defined criteria that must be met by
all companies wishing to maintain a relationship with
the company.
The Global Procurement Policy establishes guidelines for
the acquisition of goods, services and industrialization of
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products and, in addition to it, the company has a specific
Code of Ethics and Conduct for Suppliers, which is
regularly updated to reflect market best market practices,
as well as internal policies that define requirements
for topics such as privacy, processing of confidential
information, competition laws, anti-corruption practices,
prevention of money laundering, diversity, human rights
and socio-environmental requirements.
In 2024, the company expanded the inclusion of new
socio-environmental clauses into existing contracts and
has a structured plan to further broaden this initiative
throughout 2025.
5 – Training
Embraer understands that supplier contracting and
management
requirements
go
beyond
improving
technical and commercial conditions, encompassing
the development of products and services that align
with social and environmental standards, guided by
governance and ethics.
The company believes this is the only path to achieving
net-zero carbon aviation.
Therefore, a training program focused on ESG topics
was launched, ensuring that Procurement & Supply
Chain professionals are continuously updated with a
sustainable business mindset, aligned with the company’s
values and strategic goals. In 2024, training sessions
were conducted for all contract managers (buyers),
professionals responsible for supplier contracting and
management. This training aimed to prepare professionals
to negotiate the clauses of the new socioenvironmental
requirement with suppliers, as well as to clarify the
clauses that are non-negotiable for Embraer.
In 2025, the company will also launch the first ESG-exclusive
training program for Procurement & Supply Chain professionals,
with the goal of developing teams capable of selecting,
managing, and developing more sustainable suppliers.
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Main Phases of the Supplier Selection Process
Compliance Requirements:
Due Dilligence
Block List
Red Flag
Trade Compliance
(screening and restricted countries)
Supplier Code
of Conduct
Compliance Requirements:
Trade Compliance
(screening and restricted
countries)
Company Size and
Geographic Location
Due
Dilligence
Block
List
Red
Flag
Business
Excellence
Non-Disclosure
Agreement (NDA)
Spend Analysis and
Business Relevance
Geographic
Location
Supply
Agreement
Financial and
Business Health
ESG
Environmental, Social,
and Governance
EHS
Environment,
Health,
and Safety
Manufacturing
Management
Engineering
Management
Quality
Management
Supply
Chain
Management
Cybersecurity
and Data
Protection
Foreign
Trade
After-Sales
Management
PRE-QUALIFICATION (LONG LIST)
QUALIFICATION
SELECTION
Pre-Qualification: Potential suppliers are identified
to participate in the BID (Long List), based on cri-
teria such as: company experience, aerospace cer-
tification, performance in other Embraer Programs,
Compliance aspects (Due Diligence – reputational
and integrity), Red Flags, Blocklist, Trade Complian-
ce (screening and restricted countries), as well as
acceptance of the Supplier Code of Conduct. Addi-
tionally, at this stage, a Non-Disclosure Agreement
(NDA) is signed to ensure the confidentiality of infor-
mation between the parties.
Selection of New Suppliers
All new suppliers are selected based on key crite-
ria and have committed to fully complying with the
clauses outlined in the annex “Socio-environmental
Specification,” which is an integral part of the supply
contract. The contract also establishes that new su-
ppliers must comply with all applicable environmen-
tal, occupational safety, and social responsibility re-
gulations relevant to their line of business, including
any required licenses and certifications, when appli-
cable under local legislation.
(GRI 308-1 e 414-1)
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Qualification: In this phase, technical and commercial
proposals are evaluated, along with Cybersecurity. A risk
assessment of potential suppliers is also conducted,
considering aspects such as:
Corporate Level: Annual assessments are conducted
across all Embraer business units, including the Embraer
Procurement Department, where potential supplier risks
that could impact the company’s operations are mapped,
addressed, and monitored. This assessment focuses on the
following risk categories: Strategic, Financial, ESG + EHS
(Environmental, Social, Governance + Environment, Health,
and Safety), Regulatory, Operational, Quality, Foreign
Trade). The Regulatory and Operational categories include
supplier-related aspects such as: waste management,
effluent control, air emissions, natural resource usage and
impacts, occupational health and safety, etc.
> Financial and Business Health
> ESG – Environmental, Social, and Governance
> EHS – Environment, Health, and Safety
> Manufacturing Management
> Engineering Management
> After-Sales Management
> Quality Management
> Supply Chain Management
> Cybersecurity and Data Protection
> Foreign Trade
>
REACH
> Conflict Minerals
Selection: To define suppliers, Embraer considers the criteria
established during the pre-qualification and qualification
processes, along with other factors, in accordance with
Compliance standards and Embraer’s Business Excellence
criteria, focusing on continuous improvement, ethics,
environmental sustainability, safety, and health. At this stage,
Embraer and the selected supplier sign a supply agreement
to formalize the commitment between the parties.
Evaluation and Development
Embraer adopts a systemic approach to evaluate the
operational performance of suppliers, as well as to identify,
mitigate, and monitor potential risks that may compromise
the supply chain.
Risk assessments are conducted for each of the
levels outlined below, and the results are shared and
mutually utilized.
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F4G is an Embraer program designed by the Procurement Team, which promotes
the integration of all stakeholders and the sustainable monitoring and development
of supplier performance.
> Recurring Supplier Management: The self-assessment questionnaire may be
applied every 2 years to all critical and strategic suppliers.
> On-site or remote risk audit: conducted by a multidisciplinary team that
deepens the evaluation based on the self-assessment risk diagnosis, adding
supporting evidence.
> On-site or remote risk audit: applied to suppliers with low operational
performance, monitored through the F4G (Fit for Growth Program).
> New Programs/New Purchases: All new suppliers (in critical and strategic
sourcing categories) are evaluated. A self-assessment questionnaire is applied
using a holistic approach, covering strategic categories such as: natural risks,
geopolitical and economic risks, financial health, cybersecurity, business
practices, environment/health/safety/ESG initiatives, manufacturing capacity,
quality requirements, engineering capacity, supply chain, and aftermarket structure.
Business Level: Supply chain evaluations are conducted continuously. The modali-
ties are described below:
Supplier Screening Indicators
SUPPLIER SCREENING
2023
2024
1.1 Total number of Tier-1 suppliers
5,626
4,792
1.2 Total number of significant Tier-1 suppliers
366
706
1.3 % of total spend with significant Tier-1 suppliers
83
89
1.4 Total number of significant non–Tier-1 suppliers
0
0
1.5 Total number of significant suppliers (Tier-1 and non–Tier-1)
366
706
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Supplier Assessment Program Coverage and Progress
Coverage and progress of suppliers in training programs
Coverage and progress of suppliers with corrective action plans
SUPPLIER ASSESSMENT
2023
2024
TARGET FOR 2023
TARGET FOR 2024
Total number of suppliers assessed via desk assessments/on-site assessments
290
496
% of significant
suppliers
50
% of significant
suppliers
50
1.2% of unique significant suppliers assessed
79
70
1.3 Number of suppliers assessed with substantial actual/potential negative impacts
159
100
1.4 % of suppliers with substantial actual/potential negative impacts with agreed corrective action/improvement plan
100
100
1.5 Number of suppliers with substantial actual/potential negative impacts that were terminated
0
0
CORRECTIVE ACTION
PLAN SUPPORT
2023
2024
TARGET FOR 2023
TARGET FOR 2024
2.1 Total number of suppliers
supported in corrective action
plan implementation
159
100
% of key
suppliers
100
% of key
suppliers
100
2.2 % of suppliers assessed with
substantial actual/potential negative
impacts supported in corrective
action plan implementation
100
100
CAPACITY BUILDING
PROGRAMS
2023
2024
TARGET FOR 2023
TARGET FOR 2024
3.1 Total number of
suppliers in capacity
building programs
36
775
Number of
suppliers
36
Number of
suppliers
775
3.2 % of unique significant
suppliers in capacity
building programs
10
91
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Assessment of Negative Environmental Impacts in the
Supply Chain (GRI 308-2)
All supply, service, and product industrialization
contracts
include
social
and
environmental
requirements,
which
contracting
companies
must
comply
with
and
implement.
Mandatory
documentation and notifications are detailed in the
respective contracts.
Through their supply chains, suppliers must comply
with applicable environmental regulations, such as
the European REACH regulation*, CEPA**, TSCA***,
and other relevant directives that may affect Embraer
products. They must also ensure compliance with
applicable environmental legislation, even by their
subcontractors. Based on applicable regulations,
assessments are conducted using internal criteria
to determine whether negative impacts should be
prevented and/or corrected.
The CDP Supply Chain project also helps the company
understand the carbon footprint of its key suppliers.
From this measurement, emission reduction projects
will be collaboratively developed to more effectively
reduce environmental impacts and influence the
aerospace sector, its clients, suppliers, and users.
Material Restrictions by Environmental Regulation
Regarding the use of materials containing substances restricted
by environmental regulations, Embraer has a dedicated
engineering team responsible for this management: DIPAS –
Environmentally Sustainable Integrated Product Development,
which is based on the reduction of internationally regulated
chemicals, among other environmental aspects related to
product sustainability.
In this regard, one of DIPAS’s objectives is to ensure compliance
with international regulations that restrict the use of certain
chemical substances in products and to mitigate the risk of
their use at Embraer. This is conducted through the mapping of
high-concern chemical substances used in Embraer products.
To support this, contractual requirements are established for
suppliers to report the presence of monitored substances in
their components.
Given the complexity of the product and the need to obtain
data on all its articles, since 2023 Embraer has invested in
hiring the Assent platform, which is a service that automates
information collection from suppliers, stores the data in a
platform, and generates reports on substances present in
purchased items. This close relationship with the supply chain
contributes to increased awareness across various parties
regarding chemical regulations.
Occasionally, certain substances that have been mapped will
need to be removed from products.
For items purchased by Embraer, DIPAS works together with
the Engineering teams in various technologies (Materials,
Interiors, and Systems), taking appropriate actions with the
manufacturer and paving the way for the development of
alternative solutions. In the case of items processed at Embraer
plants, the work is conducted through a multidisciplinary
forum. This includes the development of alternative chemicals
free of hexavalent chromium (Cr6+) for chemical conversion,
anodizing, and acid deoxidation processes, as well as the
implementation of cadmium-free (Cd) and bromine-free (Br)
flame retardant processes.
Assessment of Negative Social Impacts in the
Supply Chain (GRI 414-2)
Product quality and safety are essential to Embraer’s
business. The company is committed to delivering products
that meet or exceed applicable government and industry
standards, thereby ensuring safety and quality for the end
customer. With that in mind, Embraer strives to ensure that
its supply chain is committed to and aligned with social and
environmental issues.
*Registration, Evaluation, Authorization and Restriction of Chemicals **Canadian Environmental Protection Act ***Toxic Substances Control Act
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Embraer requires that suppliers comply with the
company’s social standards, do not use or allow others
to use child or forced labor, and do not adopt or allow
others to adopt unacceptable labor practices.
As part of the social impact management process, the
company has established a "Conflict Minerals" clause
in its contracts, requiring suppliers to report the origin
of the minerals contained in the products they and
their subcontractors supply to Embraer, in accordance
with applicable U.S. law (Dodd-Frank Act).
The company works continuously to eliminate the
social impacts of its activities. One such initiative
was to become an active member of several global
Conflict Minerals programs, such as: Aerospace
Industries Association (AIA), International Aerospace
Environmental Group (IAEG), and the Responsible
Business Alliance – Responsible Minerals Initiative
(RBA-RMI).
Each year, the company conducts due diligence in its
supply chain to identify whether any of its products
originate from conflict zones. In 2024, deeper due
diligence was conducted with 22 suppliers in order
to mitigate potential risks. Additional information is
available in the SEC filing.
Suppliers that may risk the right to freedom of association
and collective bargaining (GRI 407-1)
The agreement with suppliers contains clauses that
determine that they must comply with the legal obligations
and principles of the Global Compact to which Embraer is a
signatory, ensuring that the right to freedom of association
and collective bargaining is respected.
Suppliers are continuously monitored throughout the contract
term, and a social assessment is revalidated every two years.
Helpline is another tool to ensure these rights, ensuring that
any possible violation can be reported by anyone.
Management of Critical Materials in
the Supply Chain (RT-AE-440a.1.)
Embraer has a vast and complex global supply chain.
Critical suppliers are identified through two key matrices,
whose combined results allow the company to define the
best strategy to assess and monitor potential risks.
External Risk Monitoring
Risk Assessment Tools: Risk assessment tools allow
Embraer to cover risk analysis, evaluation, and control
with a holistic approach across various criteria, such as:
> Natural risks
> Geopolitical and economic risks
> Financial and business risks
> Environmental/health/safety
> Quality
> Engineering
> Aftermarket
> Manufacturing
> Supply chain
1. Strategic Matrix: Following the same concept as the Kraljic
Matrix, suppliers are classified based on the complexity of
the products and services provided to Embraer and the total
spent over the duration of the contract. This information is
combined with the level of business impact on Embraer. As
a result, critical and strategic suppliers are identified.
2. Risk Matrix: This matrix provides a two-dimensional
framework that estimates the supplier’s vulnerability
versus the impact on Embraer’s business. This enables
the company to identify critical suppliers that require
greater control.
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Internal Risk Monitoring
Embraer has a robust SO&P process that guides supply
strategies to mitigate shortages, and a Supplier Management
Program (F4G) based on four pillars:
1. Stock Strategy: For identified critical materials, long-term
planning is shared with suppliers to mitigate shortages in
the production line.
2. Supplier
Management:
Supplier
management
is
conducted through three main fronts:
a. Embraer has a program developed by the
Performance • Cost & Efficiency • Business
Growth • Partnership
3. Contracts: Embraer ensures that its suppliers comply
with the risk assessment process, environmental and
health requirements through contractual clauses
based on the company’s Code of Ethics and Conduct,
which establish the supplier’s obligation to comply with
industry-specific legislation, as well as environmental
standards and human rights regulations.
Procurement
Team
that
promotes
stakeholder
integration and sustainable monitoring of supplier
performance improvement.
b. Leadership Meetings: Weekly meetings with Embraer
directors and related areas to present scorecards,
dashboards, and supplier action plans.
c. Executive Meetings: Quarterly meetings between
Embraer’s senior leadership and suppliers to
present
performance
monitoring
results
and
discuss action plans.
This forum also enables discussions on process
improvement, competitiveness, and sustainability
throughout the supply base.
The main risks identified in the aerospace supply
chain remain associated with the post-pandemic
production ramp-up. Geopolitical risks (due to armed
conflicts), environmental disasters, and cyberattacks
have also been identified. As preventive measures,
Embraer is expanding the Capacity project, a
collaborative program with suppliers aimed at mutual
and sustainable growth, supported by local teams.
To address risks related to environmental disasters
and cyberattacks, Embraer strategically adopted the
Prewave platform to enable prevention, protection,
mitigation, and containment actions.
Local Suppliers
14% of the purchasing budget from Embraer’s key
operational units in the 2024 cycle was allocated to
local suppliers.
Key operational units are defined as production
plants, where aircrafts are produced, in this case they
are located in Brazil and the United States.
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Governance
Indicators
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Corporate Governance (GRI 3-3)
As a publicly traded company, Embraer adopts
corporate governance processes and policies that
comply with the regulations of the markets where
its shares are traded (NYSE in the United States and
B3 in Brazil), upholding transparency, integrity, and
balance in strategic decisions.
Listed on the Novo Mercado, the most rigorous
segment of the Brazilian stock exchange, the
company follows a capital model without a controlling
shareholder or group. Embraer’s policies define the
expected standards of conduct, primarily reflected
in the Code of Ethics and Conduct. All policies and
procedures require employees and business partners
to always act in accordance with applicable laws and
regulations, and the company’s internal guidelines.
To meet the highest levels of Corporate Governance,
Embraer adopts policies recommended by the
Code of Best Governance Practices, such as: Policy
on the Engagement of Non-Audit Services, Risk
Management Policy, Trading and Disclosure Policy,
Board Nomination and Training Policy, Related
Party Transactions Policy, Compensation Policy,
Clawback Policy (Recovery of Excessive Incentive
Compensation), Profit Allocation Policy, Defense
Cost Coverage and Payment Reimbursement Policy,
among others. These policies are published on
Embraer’s Investor Relations website, aiming to
ensure transparency of the company’s information.
The company is also affiliated with key governance
forums such as the Brazilian Institute of Corporate
Governance (IBGC), the Brazilian Association of
Public Companies (Abrasca), the National Institute of
Investors (INI), and the Brazilian Institute of Investor
Relations (IBRI).
Finally, the Anti-Corruption Policy is also a reference
document of the company, as it establishes
guidelines to ensure not only compliance with
legislation, but also the proper management of
business relationships, both with third parties and
with employees, and the prevention of conflicts of
interest, as well as principles for donations and
sponsorships, the offering and receipt of gifts,
and entertainment, and the hiring or execution of
business with third parties.
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Governance Structure and Its Composition (GRI 2-9)
The governance structure of Embraer S.A. is composed of: (i) Board of Directors; (ii)
Board of Directors' Advisory Committees provided for in the Bylaws, namely: (a) the
Strategy and Innovation Committee, (b) the Audit, Risk and Ethics Committee, with
the Internal Audit and Risk and Internal Controls areas reporting to this Committee,
and (c) the People and ESG Committee; (iii) Fiscal Council; (iv) Executive Board; and
(v) External Audit.
Currently, the Board of Directors is composed of 11 members, 8 of whom are independent,
all with non-executive roles at Embraer. The term of office is 2 years, with re-election
permitted. The Brazilian Government, holder of the special class share (Golden Share),
appoints 1 regular board member and 1 alternate. Employees nominate 2 other board
Audit, Risk and Ethics Committee**
General Shareholders' Meeting
*Fiscal Council – Independent Body – art. 43 of the Bylaws
**Committees – Advisory bodies to the Board of Directors – art. 34 of the Bylaws
People and ESG Committee**
Strategy and Innovation Committee**
Executive Board
Board of Directors
Fiscal Council*
members and their respective alternates—one board member and alternate nominated
by CIEMB – Embraer Employees’ Investment Club, and the other board member and
alternate nominated by non-shareholding employees of the company.
During the reporting period, the Board of Directors was composed of 10 men and 1 woman,
with: 8 Brazilian members residing in Brazil, 1 Brazilian member residing in the United
States, 2 American members residing in the United States. And the alternates are 2 men
and 1 woman. The Board members and Committee members have relevant professional
experience in various sectors, with emphasis on the aerospace industry, innovation and
technology, ESG, and finance. Board members may also hold CEO positions or Board
memberships at other companies, as long as there is no conflict of interest.
The company has three advisory committees to the Board of Directors with no
decision-making power, namely: Strategy and Innovation Committee, Audit, Risk and
Ethics Committee, and People and ESG Committee. Although lacking decision-making
powers, the committees analyze matters within their scope and recommend decisions
to the Board.
The Advisory Committees are composed of a minimum of 3 and a maximum of 5
members. The composition and internal regulations of each committee are available
through this link on Embraer’s Investor Relations website.
All Committees report the matters discussed in their meetings at the first subsequent
ordinary meeting of the Board of Directors. In addition, the Board of Directors’ meeting
schedule includes regular discussions on ESG topics, such as environmental and
climate change matters, and Governance and Compliance training with relevant
subjects for Board members.
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Nomination and Selection for the Highest
Governance Body (GRI 2-10)
The nomination of members must comply with
the provisions of the Bylaws, the Internal Rules of
the Board of Directors, the Code of Ethics, as well
as current legislation and regulations, in order to
reflect and strengthen the structures in place for the
protection of shareholders and market's interests.
Candidates for the Board of Directors must be highly
qualified
professionals,
with
notable
technical,
professional, or academic experience, and aligned
with Embraer’s values and culture. The nomination
process must also take into consideration, among
other criteria, the complementarity of skills, availability
of time to fulfill the role, as well as diversity in terms
of gender, sexual orientation, color or race, age group,
and inclusion of people with disabilities.
Additional information on the nomination and
selection processes can be found in the Policy for the
Nomination and Training of Members of the Board of
Directors and Committees, available on the company’s
Investor Relations website.
Chair of the Highest Governance Body (GRI 2-11)
The Chair of Embraer’s Board of Directors is an
independent Board member and does not hold an
executive position at the company. This is not only
true for the Chair—Embraer’s rule is that no member of
the Board of Directors may hold an Executive Officer
position, in accordance with Article 27, Paragraph 5 of
the Bylaws.
Role of the Highest Governance Body in Overseeing the
Management of Impacts (GRI 2-12)
The company’s Bylaws and the Internal Rules of the
Board of Directors establish that the Board’s main
responsibilities are to: (a) define the company’s
overall business direction; (b) appoint and remove
the company’s executive officers; (c) supervise the
management of the company’s Executive Officers;
(d) review the company’s quarterly operational
results; (e) analyze the Management Report and the
Executive Board’s financial statements, deciding
on their submission to the General Shareholders’
Meeting; (f) summon independent auditors to provide
clarifications deemed necessary regarding the
company; (g) approve annual and multi-year budgets,
strategic plans, expansion projects, and investment
programs, as well as monitor their execution, among
other duties.
The Board of Directors performs its oversight role
through regular meetings, which are held eight times
a year, or extraordinary meetings whenever necessary,
based on reports from Advisory Committees, topics
raised by the Executive Board, and recurring agenda
items. In accordance with Article 7, I of the Internal
Rules of the Board of Directors, it is the responsibility
of the Board of Directors to identify, supervise, and
monitor the risks to which Embraer is exposed, whether
they are financial, legal, tax-related, operational,
commercial, or of another nature.
Consequently, it is also responsible for approving
Embraer’s Enterprise Risk Management Policy, revie-
wing it whenever necessary, monitoring its implemen-
tation, and ensuring the existence of a crisis manage-
ment plan that allows the company to overcome
crises safely.
The Fiscal Council reports directly to the General
Shareholders’ Meeting and is responsible for overseeing
administrative
management,
such
as
reviewing
management activities and financial statements.
The Executive Board, in turn, is the body responsible
for conducting the company’s business, following the
guidelines established in the Strategic Plan and Action
Plan, both approved by the Board of Directors.
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Conflicts of Interest (GRI 2-15)
According to Article 30 of the company’s Bylaws,
no person shall be elected — unless exempted by
the Shareholders’ Meeting — who has or represents
a conflicting interest with that of the company. In
addition, an annual survey is conducted through a
report completed by members of the Board of Directors
and external members of Advisory Committees in
order to mitigate any potential conflict of interest.
The participation of Board members on boards or
Advisory Committees of other companies, as well
as cross-shareholdings with suppliers and other
stakeholders, and the existence of related parties,
are disclosed in the Shareholders' Meeting Manual
and Reference Form. Embraer does not have a
controlling shareholder.
Raising Critical Concerns (GRI 2-16)
Relevant matters of interest to the company are brought
to the attention of Board members during their meetings.
The Board meets ordinarily 8 times per year, or whenever
deemed
necessary,
supported
by three
advisory
committees (Strategy and Innovation Committee, Audit,
Risk and Ethics Committee, and People and ESG
Committee), which also report relevant topics discussed
in their respective meetings.
Delegation of Responsibility for
Managing Impacts (GRI 2-13; 2-16)
The Board of Directors is responsible for: (a) election; (b)
monitoring and evaluating the performance of Embraer’s CEO,
as well as the other Executive Officers, as provided in Article 7,
II of the Internal Rules of the Board of Directors. The Executive
Board, composed of a minimum of 4 and a maximum of 11
members appointed by the Board of Directors, is responsible
for managing the company, following the guidelines set out in
the Strategic Plan and Action Plan approved by the Board.
Relevant topics of interest to Embraer are brought to the
attention of Board members during Board meetings. The
Board of Directors meets ordinarily eight times per year, or
whenever necessary to address extraordinary matters. Key
critical concerns are regularly brought to the Board through the
risk map analysis, and via the internal audit, which serves as a
mechanism for identifying such concerns — and also on an ad
hoc basis, whenever necessary.
Role of the Highest Governance Body in
Sustainability Reporting (GRI 2-14)
The People and ESG Committee assists the Board
of Directors in the analysis, recommendation,
and monitoring of the company’s social and
environmental strategy. It discusses key ongoing
projects, Embraer’s ESG timeline, and its challenges
and goals. ESG-related topics, including climate
change, are addressed four times a year by the CPESG
– People and ESG Committee, which serves as an
Advisory Committee to the Board of Directors. The
sustainability report is approved by the committee
members, as well as the materiality process and the
definition of material topics.
In addition, the committee provides advisory support
on corporate governance matters, executive goals
and compensation, including rules regarding the
structure and routine of the Board, the adoption
of best practices, the review, recommendation,
and monitoring of the company’s culture evolution
strategy, the administration of long-term incentive
programs, and the allocation of company resources
to employee associations, charitable organizations,
recreational entities, and private pension funds —
all of which are subject to approval by the Board of
Directors. The company also conducts an analysis of
its internal control processes through mechanisms
overseen by the responsible area, which reports to
both the Audit, Risk and Ethics Committee and the
Executive Board.
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The most relevant critical concerns are brought to the
Board of Directors on a regular basis through analysis of
the company’s risk map and with visibility from internal
audit as a mechanism for identifying key concerns — and
on an extraordinary basis, whenever necessary.
Collective Knowledge of the Highest
Governance Body (GRI 2-17)
Governance training sessions are held annually with
the members of the Board of Directors to enhance their
knowledge of relevant topics.
Effectiveness of the Board of Directors
The percentage of meetings attended in the last fiscal
year was 100%.
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Ethics and Compliance
Mechanisms for Advice and Reporting
Concerns (GRI 2-25 e 2-26)
The company’s Compliance Department has an
independent structure which reports directly to the Audit,
Risk and Ethics Committee, as well as a whistleblower
channel – Helpline – that is structured and available
24 hours a day, 7 days a week, in the languages of the
countries where the company operates. This allows any
individuals (employees or otherwise) to raise concerns
regarding Embraer’s business conduct. The channel is
designed to uphold anonymity, confidentiality, and non-
retaliation for good-faith whistleblowers.
Additionally, in order to continuously disseminate
Embraer’s Compliance culture and best practices,
the department’s governance has been structured to
include Compliance Agents across various areas of the
company, so that support can also be provided by the
employees themselves, who receive periodic training on
Compliance-related topics.
In addition, the Code of Ethics and Conduct, in its latest
version updated in December 2023, and the Global
Anti-Corruption Policy are available on the company’s
website. Other related policies are freely and easily
accessible through internal company links, where they
outline the main guidelines to be followed.
Operations Assessed for
Corruption-Related Risks (GRI 205-1)
As part of its Compliance Program, the company
conducts, through external consultancy, a risk
assessment of all business areas and functions every
three years. The results of this assessment, as well as
the corresponding action plan, are shared with the
Audit, Risk and Ethics Committee (CARE).
During periodic assessments conducted by the
Compliance Department, any identified risks are
appropriately addressed according to their potential
impact. When applicable, such risks are shared
with the appropriate governing bodies along with
relevant
recommendations,
aimed
at
discussion
and implementation of mitigation measures, which
are continuously monitored. The total number and
percentage of operations assessed are confidential,
and therefore not disclosed in this report.
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Communication and Training on
Anti-Corruption Policies and Procedures (GRI 205-2)
All members of the Board of Directors and Executive
Board – Board of Directors' Advisory Committees –
as well as all leadership levels within the company
received training on anti-corruption and related topics
in 2024, including: Bribery & Corruption, Ethics &
Compliance, and Corporate Governance, for which the
company sets a minimum participation rate of 85% for
the target audience.
Communication of the Code of Ethics and Conduct is
made through the company’s main official channels,
including the intranet and external website. Training on
the Code is mandatory for all employees, with a minimum
required participation rate of 95% set by the company.
Moreover, leadership and employees receive training
and communication on anti-corruption in accordance
with the schedule defined in the company’s annual
Compliance training and communication plan. The
Global Anti-Corruption Policy is available to employees
via intranet, and on the company’s website. As part
of the company’s Third-Party Due Diligence process,
which is an integral part of the contracting flow,
business partners who may pose potentially relevant
anti-corruption risks receive a copy and declare that
they have read and understood Embraer’s Code of
Ethics and Conduct.
Confirmed Cases of Corruption
and Measures Taken (GRI 205-3)
There were no confirmed cases of corruption during
the reporting period.
Total Amount of Monetary Losses Resulting
From Legal Proceedings Associated With Incidents
of Corruption, Bribery And/or Illicit International
Trade (RT-AE-510a.1)
In 2024, the company incurred no monetary losses
related
to
legal
proceedings
associated
with
corruption, bribery, and/or illicit international trade.
Description of processes to manage business ethics
risks throughout the value chain (RT-AE-510a.3)
The company has a robust third-party due diligence
procedure, which includes customers, suppliers,
business partners, and government entities.
The level of scrutiny applied in the process is defined
based on the risk level posed by the third party (risk-
based approach) and takes into account several
factors, such as: exposure to public bodies, authority
to represent the company, countries of operation,
payment structure, type of activity to be conducted,
existence of adverse media, ongoing legal proceedings,
among others.
The
process
is
independently
conducted
and
supervised by the Compliance Department, with
support from Compliance Agents in each business
area, who may request additional information and
documents from the third party whenever necessary
to complete the evaluation. External consultants
may be engaged for additional or in-depth analyses,
particularly in sensitive situations or geographies with
limited access to information.
The effective hiring and/or establishment of business
relationships will be subject to the Compliance
Department’s final assessment, which may recommend
mitigation measures to the business areas and the
inclusion of anti-corruption compliance clauses in the
company’s contracts.
Lastly, the company completed the implementation
of the FlyRight (Lextegrity) portal, aimed at managing
and recording the company’s Compliance processes,
including third-party due diligence, Know Your
Customer (KYC), hospitality, donations, sponsorships,
conflicts of interest, among others.
The FlyRight system undergoes an independent third-
party audit review annually.
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Discrimination Cases and Corrective Measures Take (GRI 406-1)
Embraer received three discrimination complaints through its official whistleblower
channel (Helpline) in 2024, all of which were found to be substantiated, resulting in
disciplinary actions.
Compliance with Laws and Regulations (GRI 2-27)
During the reporting period, no fines or monetary sanctions were applied to Embraer for
significant non-compliance with laws and regulations.
Monetary Losses Related to Legal Proceedings (RT-AE-510a.1)
In 2024, the company incurred no monetary losses related to legal proceedings associated
with corruption, bribery, and/or illicit international trade.
Countries with High Corruption Risk (RT-AE-510a.2)
Revenue from countries classified as “E” and “F”, according to the Transparency International’s
Government Defense Anti-Corruption Index in 2024, was approximately USD 622,310,534.74
million and USD 23,717,147.01 million, respectively.
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Data Security
Number of Data Breaches; Percentage Involving
Confidential Information (RT-AE-230a.1)
Embraer employs cybersecurity solutions and procedures
to ensure the proper treatment, collection, and availability
of data and information used in its corporate systems,
business processes, and products. These procedures and
mechanisms are based on market best practices (such as
frameworks like NIST-CFS 2.0 and ISO27001/2) and undergo
periodic reviews to ensure their capacity to detect, control,
and respond to potential global cyber threats. However,
these results are not publicly disclosed.
Throughout 2024, Embraer had no data breaches involving
confidential information.
Description of the Approach to Identify and
Address Data Security Risks in the Company’s
Operations and Products (RT-AE-230a.2)
Embraer establishes the guidelines for the methodology to
be used for vulnerability management by the Information
Security area. Its use enables the company to take appropriate
measures to eliminate vulnerabilities before they can be
exploited. Vulnerability management is a continuous and
transparent process conducted by the Information Security
team. Using system and application scanning and digital
auditing solutions, the process is responsible for providing,
within the Configuration Management Database (CMDB)
configuration items, the vulnerabilities identified across the
various layers that make up the corporate systems. Scans
are scheduled to run on a daily basis, with mechanisms in
place to avoid impact on operations. To accommodate the
company’s critical monthly routines, scans are performed in a
less intrusive manner, avoiding overloading of critical systems.
Scan results should provide visibility into the company’s status,
centralizing findings in the CMDB. Weekly meetings are held
with representatives from all IT management areas to report
results, analyze critical cases, and address their remediation.
These results are confidential and not disclosed publicly.
The Patch Management and Update Process, under the
responsibility of the IT infrastructure area, aims to coordinate
and execute system updates for corporate systems. The
process must be organized by listing vulnerabilities based
on configuration items and classifying required updates
by severity, using the CVE (Common Vulnerabilities and
Exposures) metric. For each severity level, the IT Infrastructure
team must prioritize the application of updates and patches
within a defined response time.
For events detected during vulnerability management, the IT
Infrastructure team has the authority to carry out remediation
actions without prior notice. These actions are tied to the
objective of maintaining business operational levels, ensuring
the availability, integrity, and confidentiality of the company.
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Cybersecurity Governance at Embraer(GRI 3-3; 418-1)
Embraer’s Cybersecurity Governance is composed of the following members of the
Executive Committee:
1. CEO – Chief Executive Officer
2. CFO – Chief Financial Officer
3. CISO - Chief Information Security Officer
4. Vice President of Defense & Security
5. Chief Legal Officer/Data Protection Officer (DPO)
6. Vice President of Engineering
7. TEMPEST (CEO) – Embraer Affiliate Company
The Cybersecurity Committee meets monthly, and the CISO has the autonomy to
convene the committee when necessary. Additionally, meetings are held with the Board
of Directors and CARE to discuss the Cybersecurity Agenda, including updates and
decisions on Cyber Risk.
Substantiated Complaints Regarding Privacy Violations and Customer Data Loss (GRI - 418-1)
In 2024, Embraer did not receive any complaints related to privacy violations by employees
or customers, and there were no data breaches, thefts, or losses involving customer data.
The company has a dedicated structure to manage data privacy matters throughout the
Embraer Group, composed of a multidisciplinary team under the supervision of the DPO –
Data Protection Officer.
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Operational Safety and Product Quality
Embraer Operational Safety Program (GRI 3-3; RT-AE-250)
Designed
to
establish
governance
over
safety
initiatives and indicator reviews across all company
operations (projects, manufacturing, maintenance,
and air traffic control), the Embraer Operational Safety
Program focuses on the continuous improvement of
product and operational safety and is chaired by the
Senior Vice Presidents of Engineering, Operations,
and Services & Support.
Safety actions related to risk management are
presented monthly at the company’s executive board
meeting, which includes the participation of top
leadership. Additionally, the topic is overseen by the
company’s CEO and the Board of Directors, during
scheduled visibility meetings.
Embraer’s commitment and guidance on safety actions
to all employees are outlined in the company’s Safety
Policy. This policy is approved by Embraer’s CEO
and all senior vice presidents and is available to all
employees. The policy is reinforced through training
programs and safety culture promotion events.
Operational Safety Governance
Board of Directors
Operations Committees
Maintenance and Flight Operations Committees
Project Committees
Embraer Operational Safety Program
President
ESC
Embraer's Operational Safety Committee
VP Engineering
VP Operations
VP Services & Support
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Since 2003, internal operational safety committees
have been established to address risk management.
These committees periodically review all safety reports
received from employees, customers, suppliers, aviation
authorities, and other stakeholders engaged with Embraer.
For each of these reports, the associated risk is assessed
according to both aerospace industry standards and
Embraer’s internal standards, validating the proposed
actions and managing them through 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 objective is to improve product safety
through the identification of contributing factors and the
definition of recommendations to prevent future events.
Safety is a fundamental part of Embraer’s culture, which
is promoted through various initiatives: internal training
on product safety and safety culture, internal safety
conferences, participation in external safety events with
customers, suppliers, authorities, and other aircraft
manufacturers for the exchange of safety data and
lessons learned. Additionally, periodic internal safety
culture surveys are conducted to evaluate areas in which
to focus efforts to improve safety awareness.
In 2024, twenty-two new or revised Airworthiness
Directives (ADs) were issued by ANAC (National Civil
Aviation Agency of Brazil). These involved the following
products: ERJ170, ERJ-190, EMB-550, EMB-200, EMB-505,
EMB-500, EMB-120, EMB145. All ADs are publicly
available and the most recent information can be found
on the appropriate regulatory websites.
The affected units are specified in each AD issued by
ANAC and vary according to the current configuration of
the aircraft at each operator. (RT-AE-250a.3)
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Safety First and Quality Always
Embraer Quality Management System
Embraer’s Quality Management System complies with the
requirements of various authorities, regulatory bodies, and
certifying entities and is audited periodically. In 2024, 37
external audits were conducted across units in Brazil and
abroad, ensuring the maintenance of their certifications
related to Product Safety and Quality.
Embraer Excellence System
Launched in 2007, the Embraer Business Excellence
Program – P3E aims to be, promote, and sustain cultural
transformation through the LEAN philosophy, seeking
excellence in its processes, services, and products. The
program operates based on the Embraer Excellence
System, composed of four elements: (i) understanding
of the strategy, (ii) integrated management, (iii) process
excellence, and (iv) people empowerment. When put
into practice, these elements promote value generation
and the consolidation of organizational culture among
stakeholders. Beyond being based on these four
elements, the Embraer Excellence System spreads the
LEAN philosophy across the organization through the
Excellence Manuals, which contain concepts, methods,
and LEAN tools tailored to each process. Among the
main topics covered are: 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 is responsible for ensuring the standardized
implementation of improvements, and is maintained
organically in the company through intensive training
efforts promoted by the LEAN Academy, which
reached 19,000 trained employees in 2024, along
with communication and recognition initiatives within
Embraer’s LEAN community.
Demonstrating its commitment to company culture,
P3E (in partnership with the EHS and Quality areas)
promotes events such as Let’s Talk About Safety, which
held eight editions in 2024, and Excellence Culture, with
four events held during the same period.
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Additionally, the company implemented structural
projects in its operations, such as Quality Time.
This project consists, in summary, of implementing
a daily and structured routine at the genba to solve
problems that, along with a multidisciplinary team, are
addressed and eliminated upon their first occurrence.
This approach fostered discipline, One Team spirit,
and the Quality Time + Go & See methodology with
efficiency.
Product Testing
At Embraer, inspections, trials, and tests are conducted
throughout the development and manufacturing of
products, in accordance with company procedures and
regulatory requirements, in order to ensure safety, quality,
maturity, performance, and reliability of the products
throughout the entire lifecycle of the aircraft in operation.
During the development phase of new products, Embraer
conducts test campaigns and trials aiming to certify the
aircraft design with certifying authorities. Preparations
and quality planning stages for serial production are also
conducted, including supplier readiness to ensure high-
quality delivery.
In the serial production phase, the Embraer Quality
System,
through
its
procedures,
mandates
the
application of inspection processes and the execution
of tests on products under manufacturing.
These inspections and tests cover the entire supply
chain, incoming material inspections, and inspections
and verifications across the various stages of the
company’s production process, in order to verify the
compliance of the manufactured products.
Finally, as the final stage of aircraft manufacturing,
Embraer conducts finished product tests, both on the
ground and in flight, to ensure quality and compliance
with the requirements. Additionally, the customer
acceptance phase is part of the delivery process of each
manufactured aircraft, including inspections, tests, and
flights conducted with the customer’s participation.
The company is part of Industry 4.0, and one of
the
technological
innovations
implemented
was
the Integrated Automated Testing System, which
sends signals and activates various aircraft systems,
performing hundreds of tests. Each interface is tested,
validated, and its data recorded, ensuring the quality of
the production process.
Product Quality Education and Training
Program – Training at Embraer
People readiness is one of the pillars of Embraer’s
Excellence Model. At Embraer, it is mandatory that
100% of employees who perform activities in pre-
defined areas (both operational and non-operational)
complete
operational
qualification
training
(customized content based on process needs), quality
training (general content on excellence), and safety
training (regulatory content according to legislation).
These trainings are conducted during new hires’
onboarding and continue throughout their career with
periodic refreshers and new knowledge requirements.
The Quality Management System ensures that people
are properly qualified to perform their roles and to
ensure excellence in the execution of activities.
Embraer has corporate training programs in place,
in addition to academies and learning platforms
with dedicated training for different areas, enabling
employees to access tailored learning – most of which
is related to product quality.
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Training is delivered through a few learning formats to ensure robust development
and enhancement of both hard and soft skills. Below is an overview of what one of
the learning platforms offers.
Training data for 2024:
CLASS
(Course delivered by an
instructor in person or
remote-in person format)
ONLINE
(Interactive training that
can be completed by the
employee at any time)
OJT
(On-the-Job Training conducted
in the work environment with
a Mentor)
AUTO INSTRUCTION
AND READ & SIGN
(Material available for online
reading, can be completed
at any time)
Supplier Quality Management
Tier 1 and Tier 2 suppliers must have AS9100 certification, as well as comply with the
existing EQRS (Embraer Quality Requirements for Suppliers). The maintenance of the
AS9100 certification is ensured by the supplier through third-party audits monitored
by Embraer.
Compliance with EQRS is periodically reassessed by Embraer’s Quality team. Additionally,
suppliers that manufacture parts according to Embraer specifications (Build to Print)
must have their processes qualified by Embraer auditors, in accordance with EQRS
requirements. If the supplier uses particular processes in its manufacturing, regardless
of its tier in the supply chain, it must also have NADCAP certification for each applicable
process, maintaining this certification through the annual NADCAP audit cycle.
19,463 employees trained
326,593 training participations
565,172 training hours
982 different courses delivered
Types of Training at Embraer
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The quality of all products and raw materials received by
Embraer and its suppliers (tiers 1, 2, and 3) is verified during
the incoming material inspection stage. This verification
takes place through the test reports submitted by the
suppliers or manufacturers of the respective material,
certifying that the necessary tests to validate quality
were conducted and approved according to technical
specifications. Moreover, some products and raw materials
are retested by Embraer in its own laboratories, following
the specifications defined in technical standards by the
Product Engineering team.
Supplier Training
As part of a robust regulatory system, Embraer
annually reinforces with its entire supply chain the
quality requirements that must be met through the
EQRS – Embraer Quality Requirements for Suppliers,
which are additional requirements to those already
established in the AS9100 standard – Quality
Management Requirements for Aerospace Industry,
a mandatory certification to become an Embraer
supplier. In addition to EQRS, Embraer also provides
the EPPAP Manual – Embraer Production Part
Approval Process, which includes 17 Quality tools to
be applied during the development or modification
of a product, aiming to ensure preparedness for
Quality. Both sets of guidance are delivered through
the read & sign format, and may also be provided
interactively, either in person or online. Another key
initiative is the dissemination of the LEAN philosophy
and the continuous improvement of processes,
through KAIZEN methodology training provided to
suppliers. These trainings are delivered in OJT (On the
Job Training) format, where Embraer guides how to
identify and solve problems in practice by conducting
KAIZEN projects together with suppliers. In 2024, 94
projects were conducted in partnership with national
and international companies.
Complementing these initiatives, technical training
focused on Product Quality and Safety is continuously
conducted across the supply chain, both in Brazil
and internationally, and may be delivered in person
or virtually. In 2024, 20 in-person training sessions
were held with national and international suppliers on
Safety & Quality Culture and Problem Solving.
Counterfeit Parts Prevention Process (RT-AE-250a.2)
The prevention of the use of counterfeit or
unauthorized parts at Embraer involves several internal
processes with established practices and procedures.
The foundation of prevention is the training and
deployment of requirements within the company's
processes when hiring a supplier, purchasing a part,
designing a product, and handling non-conforming
products. Employees are trained to raise awareness
about identifying suspicious parts, and the existing
non-conforming product handling process is used in
case such materials are detected.
*Tier 1 – supply to Embraer; Tier 2 – supply to Embraer’s suppliers; Tier 3 – supply to the suppliers
of Embraer’s suppliers, and so on.
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
required from suppliers (AS9100, AS9120). For suppliers
lacking these certifications, the requirement is specified in
the purchase order for all products acquired by Embraer,
along with the technical and documentation specifications.
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Purchasing
The purchasing department must acquire products according
to project specifications and from qualified suppliers,
as defined by Embraer’s product structure. The supplier
qualification process involves procedures that verify not only
compliance with technical requirements but also adherence
to the quality management system requirements. Periodic
performance evaluations of suppliers are conducted, and
risk management is applied to identify critical issues that
require deeper audits or focused action plans. Distributors
are also approved according to specific procedures and are
only allowed to deliver products from manufacturers that are
approved and listed on the purchase order.
Engineering
In the aircraft certification process, components must
also go through a specific certification campaign.
The equipment is subjected to testing and must have
a certificate of conformity, along with the lab setup
and the procedure used in the test. All certification
artifacts are approved by the certifying authority or its
representatives. These artifacts make up the technical
data required to obtain the aircraft type certificate.
Each aircraft is produced by a certified manufacturing
organization according to the type certificate. A new or
modified component can only be installed in a certified
aircraft if it meets all the above steps, following the
design modification procedure. As a member of the
Material Review Board (MRB), product engineering
is also responsible for the disposition of equipment
nonconformities, ensuring that they meet applicable
requirements. Engineering may also issue requests for
stock reinspection for updates, returns, testing, or visual
inspections. It is also possible to request Quality to
include equipment limitation notes that restrict flight
use, customer delivery, or other applications.
Receiving
To receive products, Embraer establishes specific inspection
standards for each type of material. These standards include
physical and documentary characteristics (certificate of
conformity, test report) that must accompany the product,
ensuring traceability to the source of supply. Upon receipt,
the material identification, packaging conditions, quantities,
submitted documentation, and approved supplier in the
system are verified, i.e., the information is checked to ensure
that the delivered product meets the specifications of the
purchase order. In certain situations, as defined in the
receiving standards, the products or samples are forwarded
to laboratories for testing to verify compliance with the
specified technical requirements. When excess parts are
received, the parts are scrapped if the supplier does not
update the documentation to ensure traceability.
Nonconformity Treatment (Product and Process)
When suspect or counterfeit parts are identified, the
material is segregated in quarantine, following the same
process used to treat nonconforming products. In case of
identification of nonconformities in processes related to
handling counterfeit parts, corrective actions are opened
to contain recurrence of the issue and ensure a permanent
solution. Scrapped parts are strictly controlled to avoid
improper use in the production process.
Training
Training is provided to employees through the EMPower
system on the impact of counterfeit parts in the
aerospace industry and prevention practices. The
practices adopted by Embraer are also implemented in
specific procedures within the areas.
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GRI CONTENT INDEX
Statement of use
EMBRAER – Empresa Brasileira de Aeronáutica S.A has reported the information cited in this GRI content index for the period from January 1, 2022 to December 31, 2022, in accordance
with the GRI Standards.
GRI 1 used
GRI 1: Foundation 2021
GRI STANDARD
LOCATION
GENERAL DISCLOSURES
SUSTAINABILITY REPORT
ADDITIONAL REFERENCES
GRI 2: General
Disclosures 2021
2-1 Organizational details
Pages 8-11
Page 6 at Annual Report 2022
2-2 Entities included in the organization’s sustainability reporting
Page 56
2-3 Reporting period, frequency, and contact point
Page 56
2-4 Restatements of information
Page 56
2-5 External assurance
Page 56
2-6 Activities, value chain, and other business relationships
Page 7
Management Report
2-7 Employees
Page 103
2-8 Workers who are not employees
Page 103
2-9 Governance structure and composition
Page 124
2-10 Nomination and selection of the highest governance body
Page 125
Policy for the appointment and training
of members of the board of directors
2-11 Chair of the highest governance body
Page 125
2-12 Role of the highest governance body in overseeing impact management
Page 125
2-13 Delegation of responsibility for impact management
Page 126
2-14 Role of the highest governance body in sustainability reporting
Page 126
2-15 Conflicts of interest
Page 126
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GRI STANDARD
LOCATION
GENERAL DISCLOSURES
SUSTAINABILITY REPORT
ADDITIONAL REFERENCES
GRI 2: General
Disclosures 2021
2-16 Communication of critical concerns
Page 126
2-17 Collective knowledge of the highest governance body
Page 127
Policy for the appointment
and training
2-18 Performance evaluation of the highest governance body
Page 109
Internal regulations of the
board of directors
2-19 Compensation policies
Page 109
Internal regulations of the
board of directors
2-20 Process to determine compensation
Page 110
Internal regulations of the
board of directors
2-21 Ratio of annual total compensation
Page 110
2-22 Statement on sustainable development strategy
-
Corporate website - Sustainability
2-23 Policy commitments
-
2-24 Embedding policy commitments
-
2-25 Processes to remediate negative impacts
Page 128
2-26 Mechanisms for advice and raising concerns
Page 128
2-27 Compliance with laws and regulations
Pages 76 - 130
2-28 Membership in associations
-
CDP - C12.3 - Engagement
2-29 Approach to stakeholder engagement
-
Corporate procedure
2-30 Collective bargaining agreements
Page 85
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MATERIAL TOPICS
SUSTAINABILITY REPORT
ADDITIONAL REFERENCES
GRI 3: Material Topics 2021
3-1 Process to determine material topics
Page 57
3-2 List of material topics
Page 58
ECONOMIC PERFORMANCE
GRI 201: Economic
Performance 2016
201-1 Direct economic value generated and distributed
Pages 13 e 14
Results Center
201-2 Financial implications and other risks and opportunities due to climate change
-
CDP – C2. Risks and Opportunities
C3. Business Strategy
201-3 Obligations of defined benefit plan and other retirement plans
-
20-F Report
201-4 Financial assistance from the government
-
20-F Report
PROCUREMENT PRACTICES
GRI 204: Procurement Practices 2016
204-1 Spending proportion on local suppliers
Page 121
ANTI-CORRUPTION
GRI 205: Anti-corruption
2016
205-1 Assessed operations for risks related to corruption
Page 128
205-2 Communication and training on anti-corruption policies and procedures
Page 129
205-3 Confirmed corruption incidents and actions taken
Page 129
ENERGY
GRI 3: Material Topics 2021
3-3 Management of material topics
Pages 112, 123, 132, 133
Embraer Compliance
Program (page 130)
GRI 302: Energy 2016
302-1 Energy consumption within the organization
Page 61
302-2 Energy consumption outside the organization
Page 63
WATER AND EFFLUENTS
GRI 3: Material Topics 2021
3-3 Management of material topics
Pages 112, 123, 132, 133
Embraer Compliance
Program (page 130)
GRI 303: Water and Effluents 2018
303-3 Water withdrawal
Page 71
303-4 Water discharge
Page 72
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SUSTAINABILITY REPORT
ADDITIONAL REFERENCES
EMISSIONS
GRI 3: Material Topics 2021
3-3 Management of material topics
Pages 112, 123, 132, 133
Embraer Compliance
Program (page 130)
GRI 305: Emissions 2016
305-1 Direct (Scope 1) greenhouse gas (GHG) emissions
Page 64
305-2 Indirect (Scope 2) greenhouse gas (GHG) emissions from purchased energy
Page 65
305-3 Other indirect (Scope 3) greenhouse gas (GHG) emissions
Pages 65-66
305-4 Greenhouse gas (GHG) emissions intensity
Page 67
305-6 Ozone-depleting substances emissions (ODS)
Page 68
305-7 NOX, SOX, and other significant air emissions
Page 68
WASTE
GRI 3: Material Topics 2021
3-3 Management of material topics
Pages 112, 123, 132, 133
Embraer Compliance
Program (page 130)
GRI 306: Waste 2020
306-3 Waste generated
Pages 75 - 76
306-4 Waste diverted from disposal
Pages 75 - 76
306-5 Waste directed to disposal
Pages 75 - 76
SUPPLIER ENVIRONMENTAL ASSESSMENT
GRI 3: Material Topics 2021
3-3 Management of material topics
Pages 112, 123, 132, 133
Embraer Compliance
Program (page 130)
GRI 308: Supplier Environmental
Assessment 2016
308-1 New suppliers screened based on environmental criteria
Page 115
308-2 Negative environmental impacts in the supply chain and actions taken
Page 119
EMPLOYMENT
GRI 401: Employment 2016
401-1 New employee hires and employee turnover
Pages 98 - 101
401-2 Benefits provided to full-time employees that are not extended to temporary or part-time employees
Page 104
401-3 Parental leave
Page 102
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SUSTAINABILITY REPORT
ADDITIONAL REFERENCES
OCCUPATIONAL HEALTH AND SAFETY
GRI 3: Material Topics 2021
3-3 Management of material topics
Pages 112, 123, 132, 133
Embraer Compliance
Program (page 130)
GRI 403: Occupational Health
and Safety 2018
403-1 Occupational health and safety management system
Page 82
403-2 Hazard identification, risk assessment, and incident investigation
Pages 80 e 82
403-3 Occupational health services
Page 82
403-4 Worker participation, consultation, and communication on occupational health and safety
Page 82
403-5 Worker training on occupational health and safety
Page 80
403-6 Promotion of worker health
Page 83
403-7 Prevention and mitigation of occupational health and safety impacts directly linked to business relationships
Page 82
403-8 Workers covered by an occupational health and safety management system
Page 82
403-9 Work-related injuries
Pages 81 - 82
TRAINING AND EDUCATION
GRI 3: Material Topics 2021
3-3 Management of material topics
Pages 112, 123, 132, 133
Embraer Compliance
Program (page 130)
GRI 404: Training and
Education 2016
404-1 Average hours of training per year per employee
Pages 86-88
404-2 Programs for upgrading employee skills and transition assistance programs
Page 89
404-3 Percentage of employees receiving regular performance and career development reviews
-
DIVERSITY AND EQUAL OPPORTUNITY
GRI 405: Diversity and Equal
Opportunity 2016
405-1 Diversity of governance bodies and employees
Pages 105-107
405-2 Ratio of basic salary and compensations received by women, and by men
Page 108
NON-DISCRIMINATION
GRI 3: Material Topics 2021
3-3 Management of material topics
Pages 112, 123, 132, 133
Embraer Compliance
Program (page 130)
GRI 406: Non-discrimination 2016
406-1 Incidents of discrimination and corrective actions taken
Page 130
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SUSTAINABILITY REPORT
ADDITIONAL REFERENCES
FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING
GRI 407: Freedom of Association
and Collective Bargaining 2016
407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk
Page 120
LOCAL COMMUNITIES
GRI 413: Local Communities 2016
413-1 Operations with local community engagement, impact assessments, and development programs
Page 111
SUPPLIER SOCIAL ASSESSMENT
GRI 3: Material Topics 2021
3-3 Management of material topics
Pages 112, 123, 132, 133
Embraer Compliance
Program (page 130)
GRI 414: Supplier Social
Assessment 2016
414-1 New suppliers that were screened using social criteria
Page 115
414-2 Negative social impacts in the supply chain and actions taken
Page 119
CUSTOMER PRIVACY
GRI 3: Material Topics 2021
3-3 Management of material topics
Pages 112, 123, 132, 133
Embraer Compliance
Program (page 130)
GRI 418: Customer Privacy 2016
418-1 Proven complaints related to violation of privacy and customers’ loss of data
Page 132
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SASB CONTENT INDEX
METRICS
CODE
LOCATION
SUSTAINABILITY REPORT
ADDITIONAL REFERENCES
ENERGY MANAGEMENT
Total consumed energy, energy network percentage; renewable percentage
RT-AE-130a.1
Page 63
DANGEROUS WASTE MANAGEMENT
Amount of dangerous waste generated; percentage of recycled dangerous waste
RT-AE-150a.1
Pages 75-76
Number and amount of reportable aggregated spills; reclaimed amount of reportable spills
RT-AE-150a.2
Page 76
DATA SECURITY
Number of data breaches; percentage involving confidential information
RT-AE-230a.1
Page 131
Description of the approach to identify and address data security risks in the company’s operations and products
RT-AE-230a.2
Page 131
PRODUCT SECURITY
Amount of recalls issued, total of units gathered
RT-AE-250a.1
Page 133
Number of counterfeit parts detected, avoided percentage
RT-AE-250a.2
Page 138
Number of received Airworthiness Directives; total of affected units
RT-AE-250a.3
Page 134
Total amount of monetary losses resulting from legal proceedings associated to product security
RT-AE-250a.4
In 2024, the company recorded no monetary losses
related to product safety
SAVING OF FUEL AND EMISSIONS IN THE PRODUCT’S USE STAGE
Product revenue associated to alternative energy
RT-AE-410a.1
In 2024, approximately 47% of the company’s net revenue
came from more sustainable products
Approach description and strategy debate to handle the saving of fuel and greenhouse gas (GHG) emissions of products
RT-AE-410a.2
Page 17
MATERIAL SUPPLY
Description of risks management associated to the use of critical materials
RT-AE-440a.1
Page 120
BUSINESS ETHICS
Total amount of monetary losses resulting from legal proceedings associated with incidents of corruption, bribery and/or illicit international trade
RT-AE-510a.1
Pages 129 - 130
Revenue from countries classified as "E" or "F" in the Transparency International Government Defense Anti-Corruption Index
RT-AE-510a.2
Page 130
Description of processes to manage business ethics risks throughout the value chain
RT-AE-510a.3
Page 129
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TCFD CONTENT INDEX
RECOMMENDATIONS
RECOMMENDED DISCLOSURES
LOCATION
SUSTAINABILITY REPORT
ADDITIONAL REFERENCES
Governance
a) Describe how the Board oversees climate-related risks and opportunities.
Governance structure and
composition (pages 123-127)
C1.1a, C1.1b
b) Describe the Board’s role in assessing and managing climate-related risks and opportunities.
C1.2, C1.2a
Strategy
a) Describe climate-related risks and opportunities identified by the organization over the short, medium, and long term.
C2.3a, C2.4a
b) Describe the impact of climate-related risks and opportunities on the organization’s businesses, strategy, and financial
planning.
C2.3a, C2.4a, C3.1, C3.3, C3.4
c) Describe the resilience of the organization’s strategy, taking into consideration different climate-related scenarios, including a
2°C or lower scenario.
C3.2, C3.2a
Risk Management
a) Describe the processes the organization uses to identify and assess climate-related risks.
C2.1, C2.1a, C2.1b, C2.2, C2.2a
b) Describe the processes the organization uses to manage climate-related risks.
C2.1, C2.2
c) Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the organization’s
overall risk management.
C2.1, C2; 1b, C2.2
Metrics and Targets
a) Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk
management process.
ESG Commitment
(pages 17-19)
Emissions Indicators
(pages 64-68)
C4.2, C9.1
b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the related risks.
C6.1, C6.2, C6.3, C6.5, C6.10, C7.1, C7.1a,
C7.2, C7.3, C7.3a, C7.5, C7.6, C7.6a
c) Describe the targets used by the organization to manage climate-related risks and opportunities, and performance against
targets.
C4.1, C4.1a, C4.1b, C4.2a
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APRIL 2025
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