Targets and Performance

• Reduce the carbon footprint of ethanol by 20% by 2030: Ethanol 20,4 gCO2/MJ;
• 80% of adjusted EBITDA will come from Renewable Businesses by 2030

• 18% increase in renewable energy production
• 59% of Adjusted EBITDA represented by Renewables Business
• 3% reduction in the carbon intensity of products used
• Reduce the carbon footprint of ethanol by 20% by 2030: 19,00 gCO2/MJ (7%)

*The other climate commitments do not have results, as they are new commitments established in the 22'23 crop

Financial analysis of the impact of the company's recurring investments and growth of the carbon footprint of our products.

Development of the company's first MACC curve to prioritize capital allocation in emission reduction projects.
Acquisition of new bioenergy parks with good operational efficiency (Biosev plants).

In-depth study of projects to improve fuel efficiency in the field.

Application of advanced irrigation techniques and use of inputs.

Greater use of by-products from our production process in the field, replacing synthetic inputs that are more emission-intensive - which also reinforces the degree of circularity of our activities.

In 2022, we maintained our leadership level in CDP Climate, which shows the consistency of our decarbonization journey.

We also continue to focus on the main fronts for reducing the carbon footprint of our ethanol: (i) reduction of and alternatives for replacing synthetic fertilizers; (ii) reduction of and alternatives for replacing fossil fuels in agricultural operations; (iii) increase in the productivity of our sugarcane fields.

We guarantee annual third-party verification of the carbon footprint results.

We include the carbon footprint of products as part of the variable remuneration of employees.

We joined CDP Supply Chain to evolve together with our suppliers in the emission and climate change risk management journey.

*Data from the "Carbon Footprint" commitment are obtained from a Product Life Cycle Analysis (LCA), which is conducted annually and audited by a third party, with a letter of assurance. Since this process has not yet been completed for the 2022/23 crop year, only data from the 2021/22 crop year has been made available.

• Reduce ethanol's carbon footprint by 20% by 2030: 20.4 gCO2/MJ 
  
  

Results: 

• We reduced the carbon footprint of ethanol by 4%: 19.66 CO2/MJ
  *The other climate commitments do not have results for previous harvests, as they are new commitments established in the 22'23 crop 

Financial analysis of impact of recurring investments and company growth on carbon footprint of our products.

Development of the company's first MACC curve to prioritize capital allocation in emission reduction projects.

Acquisition of new bioenergy plants with good operational efficiency (Biosev plants).

Deepening of projects to improve efficiency in the use of fuels in the field.

Application of advanced techniques for irrigation and input application.

Expansion of the use of byproducts from our production process in the field, substituting synthetic inputs that emit more - which also reinforces the circularity of our activities.

In 2022, we maintained our leadership level in the CDP Climate, which reflects the consistency of our decarbonization journey. We also continue to act on the main avenues for reducing the carbon footprint of our ethanol: (i) reduction and alternatives for substituting synthetic fertilizers; (ii) reduction and alternatives for substituting fossil fuels in agricultural operations; (iii) increase in the productivity of our sugarcane plantations; (iv) increase in the use of biofuels; and (v) increase in the use of biofuels in agricultural operations.

•  Ethanol 20,4 gCO2/MJ

Results:

• Reduce ethanol carbon content by 20% by 2030: 20.35 gCO2/MJ (0.2%)
  *The rest of the climate commitments do not have results, as they are about new commitments established in the 22'23 season 

Greater involvement of leadership in this topic through the reporting in the Social Responsibility Committee. We ensure annual third-party verification of carbon footprint results.

The carbon footprint of our products is included as part of the employees' variable pay. We joined the CDP Supply Chain to evolve together with our suppliers in managing emissions and climate change risks. We will continue to act on the main routes to reducing the carbon footprint of our ethanol: (i) reduction in the use of synthetic fertilizers; (ii) reduced fossil fuel consumption in agricultural operations; (iii) increase in the TCH (ton of cane per hectare) of the sugarcane field; (iv) innovation projects in the agricultural area, such as precision agriculture, which tend to generate savings in the use of inputs and increase productivity.

We included climate risks in the business risk matrix. In 2020, we achieved grade A- (leadership level) in the CDP, demonstrating robust management and strategy on this topic.

• 1,00 m³/TC

In the 2022/23 crop year we enhanced our governance, creating our water and water management policy, as well as procedures that guide and support our operations in advancing water management. We fully integrated the former Biosev units, adapting our on-time monitoring of water efficiency and updating the methods for calculating results.

We created the 1st Protagonistas ReduZa Award, an internal award aimed at recognizing the bioenergy parks that stand out for industrial and social projects that are relevant to the topic. We advanced in our integrated water management, conducting a materiality study in all Raízen businesses that have their own operations, subsequently prioritizing the businesses where the topic of water is more critical. Consolidation of a focal point for the ReduZa program in each bioenergy park, engaging the unit and promoting improvements.

*The result of the indicator reflects an evolution in the data calculation method (e.g.: additional consumption by the administration), greater accuracy of measurements (e.g.: additional measurements previously not recorded) and the inclusion of the eight units acquired from Biosev.

• 1,00 m³/TC

Results:

• 0,907m³/TC

In the 21'22 crop year, we improved the equipment that measures the flow and installed new points to allow for a broader and more precise analysis of data, providing more reliable data.

Sugarcane crop failure due to weather conditions and the shorter harvest time resulted in lower water consumption in our units compared with previous harvests. Increase in field visits by the water quality team to share best practices and encourage the Units to improve their management of water resources.

In the 21'22 crop year, we increased governance of the rates of water withdrawn from external sources, carrying out weekly monitoring with visibility for senior management (Vice President of Upstream, Directors, and Managers), and presenting action plans for reversal in the units where withdrawal is above the established target.

• 1,009m³/TC

Resultados 19'20:

• 0.932m³/TC

Resultados 20'21:

• 0.936m³/TC

The 20/21 harvest was challenging, particularly due to a long period of drought that had an impact on the quality of the sugarcane. A positive was the historically unprecedented high quantity of ATR.

On the other hand, since the water used by Raízen comes from sugarcane, this water occurred in smaller quantities, which was also without historical precedent.

Thanks to the Reduza Program, we were able to keep water withdrawal from external sources during the crushing period at the same level as the previous harvests, even during the drought.

We have improved the withdrawal system, made some investments in water reuse throughout the process, and closed some of the open circuits; consequently, we expect to see even better results.

• 93% traceability of the total volume of sugarcane crushed.
• 158 GJ/h increase in energy generation per harvested area.

Results:

• 98.6% traceability of 100% of the volume of sugarcane crushed.
• 2% (154,3 GJ/h) increase in energy generation per harvested area.

• In the 2022/23 crop year, the routine to generate this information on a daily basis was implemented, as planned. This resulted in an increase of approximately 5% in the indicator.
  Increase in energy generation per harvested area
• Significant increase in productivity, with a direct impact on ethanol and sugar production. More efforts in the production of biogas and E2G (use of waste).
  Illegal Deforestation
• Review of the entire partnership process to ensure that new areas or areas being renovated are within the scope of this target.

• 93% traceability of the total volume of sugarcane crushed
• 152 GJ/h increase in energy generation per harvested area

Results:

• 93% of the commitment to ensure traceability of 100% of the volume of sugarcane crushed.
• -5% (145GJ/ha) increase energy generation per harvested area.

In the 21'22 crop year, we fine-tuned our governance of the geographic traceability of our raw material, with greater precision in analysis, data control, and contractual support. Data monitoring and analysis started to be done on a quarterly basis.

Given this improvement in governance, there was a small decrease in this indicator, albeit necessary to achieve greater reliability in performance. Focused on continuous improvement, for the next cycle we expect to advance our systems to conduct analysis on a daily basis.

Based on ANP (Brazilian Petroleum Agency) standards in the Renovabio program, we updated the calorific value of Ethanol from 24 to 22.3 MJ/L, making the indicator more conservative.

In the 21'22 crop year, we recorded a crop failure, which means a decrease in productivity due to uncontrollable factors, such as weather conditions. This led to lower productivity, resulting in a decrease in this performance indicator.

In line with the company's long-term strategy of expanding its renewable energy portfolio and circular economy, this season we increased the production of biogas.

• 93% traceability of the total volume of sugarcane crushed.

Results:

• 94% of the commitment to ensure traceability of 100% of the volume of sugarcane crushed.

Our proposals for improving the indicator (GJ/ha) are the development of a plan for the expansion of renewable energy and continued investments to increase agricultural productivity. An example of our growth is the 2020 opening of our first plant for the production of biogas using vinasse and filter cake, with 21 MW of installed capacity.

Sugarcane is the crop that has the highest energy yield per occupied area, and this indicator represents Raízen's efficiency in land use, on an energy basis; in other words, how much energy content the company can extract from sugarcane and its by-products in the same area of cultivation.

We have made a continuous effort to guarantee this high standard, even in this dynamic sector.

A premise of our business model is the traceability of the origin of our raw material, even for sugarcane from third-party suppliers.

The traceability of our raw material allows us to have active participation in our supply chain. This is the case for the ELO Program, which made great progress in 20/21.

• 94% of our sugarcane sources are covered by internationally recognized sustainability programs.
• 86.90% of our units in operation are certified to an internationally recognized standard.

Results:

• 96% of our sugarcane sources are covered by internationally recognized sustainability programs.

Technical monitoring of producers:
Over 3,700 visits were made to engage and technically monitor sugarcane producers and share value, encouraging the adoption of best practices.

Various guidance materials were distributed, along with training and updates for the ELO team.

Continuous training and updates were provided for the ELO team.

A new app was created, developed in partnership with Solidaridad, to support the ELO team in managing improvement actions.

In 2019, 20 units were certified with Bonsucro, and certification was achieved at the Santa Cândida unit in the Bocaina-SP region.

In 2020, 21 Bonsucro certified units were reached, and certification was achieved at the Paraíso unit in the Brotas-SP region.

Engagement of producers through the ELO Program's value proposition:
12 labor law forums were conducted in partnership with producer associations, with the participation of 318 sugarcane suppliers.

In the 18/19 harvest, a partnership was formed with SENAR and other institutions to conduct training courses for suppliers' employees, totaling 60 classes.

In the 18/19 harvest, six itinerant pickups of agrochemical containers were promoted in places far from authorized collection sites.

In the 20/21 harvest, the 1st Annual Report of the ELO Program was launched, showing the main impacts of the program in the field.

Constant efforts are made to seek partnerships to increase the program's reach and take best practices to other producers in the sector.

Several actions were implemented to maintain our certifications, such as:

Environmental Management Plan (PGA), with actions to reduce possible impacts and manage natural resources.

Availability and extensive disclosure of an open communication channel (SAC) for questions, complaints, suggestions, and compliments to ensure people's involvement for the proper execution of activities.

Initiatives demonstrating compliance with the indicators established by Bonsucro and concerns with the sugarcane production chain.

• 94% of our sugarcane sources are covered by internationally recognized sustainability programs.
• 86.90% of our units in operation are certified to an internationally recognized standard.

Results:

• 99% of sugarcane sources are covered by an internationally recognized sustainability standard.

Results:

• 77% of all units in operation (EAB) certified by an internationally recognized standard.

Monitor 100% of critical suppliers from an ESG perspective through a recognized methodology¹ and develop them through Raízen Desenvolve², ensuring that every one of them adheres to Raízen's minimum sustainability criteria³.

¹ Recognized methodology: methodology to be defined over the period;
² Raízen Desenvolve: Raízen's supplier development program whose main objective is to train suppliers to leverage their level of service, quality, and sustainability practices, leveling the playing field in the sector;
³ Minimum criteria: compliance with the guidelines of the Sustainable Procurement Policy and Supplier Code of Conduct.

Guarantee that 100% of sugarcane sources¹ are covered by an internationally recognized sustainability standard².
¹ The commitment will be maintained for new acquisitions, with a schedule to reach 100% of certified sugarcane sources in the shortest possible timeframe.
² We understand internationally recognized sustainability standards to be those recognized by the European Directive (EU RED) or minimally a SAI bronze level.
Achieve and maintain certification to an internationally recognized standard for all units in operation (EAB).
Highlights:

Advances in the development of the Environmental Management Plan, making it more robust and with actions aimed at improving our processes and preventing possible impacts from our operations.

Increased engagement of teams in disclosing the communication channel (customer service) to stakeholders for questions, grievances, suggestions, and compliments in order to improve our processes and activities.

Continued investment in safety and the environment to advance in terms of employee well-being and safety and prevent impacts on the environment.

Maintenance of initiatives that demonstrate compliance with the indicators set out by Bonsucro and responsibility for the sugarcane production chain, such as a dashboard for sightings of wild animals, Business Intelligence for managing the volumes of agrochemicals used, actions to minimize accidental field fires, investments to reduce water consumption, and campaigns to improve waste management.

The ELO Program was the first standard for sugarcane producers created by a company to be recognized by the SAI (Initiative for Responsible Agriculture) for having criteria equivalent to the FSA (Farm Sustainability Assessment). This recognition confirms the Program's robustness and ensures that the company's work with its raw material suppliers meets the strictest sustainability requirements in the market.

In the 21/22 harvest, we expanded the scope of the ELO Program, making it even more robust, and began assessing suppliers of spot contracts (SPOT) to ensure compliance with Raízen's minimum criteria.

We initiated the diagnosis of producers from the recently acquired Center-South units (formerly Biosev).

• 94% of our sugarcane sources are covered by an internationally recognized sustainability standard.
• 86.9% of our operating units (Ethanol, Sugar, and Bioenergy) are certified to an internationally recognized standard.

Results:

• 67% of our sugarcane sources are covered by an internationally recognized sustainability standard.
• 80% of our operating units (Ethanol, Sugar, and Bioenergy) are certified to an internationally recognized standard.

Monitoring of Critical Suppliers:

• Implementation and completion of the pilot of the Local Supplier Development Program - "Raízen Desenvolve," in partnership with SEBRAE (Brazilian Support Service for Micro and Small Enterprises), resulting in reputational gain and positive impact on Micro and Small Suppliers, including:
• Reduction in payment terms (21 days net): Anticipated R$52.4 million (approximate impact of R$1.2 million on the supplier's cash flow).
• Exemption of approval fee: Converted value of R$38,500.
• SEBRAE consulting services aimed at improving business management provided to 59 SMEs, resulting in an average gain in competitiveness of 26%.
• Evolution of ESG risk management - Review of the Matrix of Critical Supply Categories, mapping 18 risk factors, leading to actions focused on mitigating risks of critical suppliers.
• Example includes the implementation of the audit process in living quarters of suppliers contracted by Procurement.
• Remediating critical supplier risks from human rights and labor requirements standpoint. Performance in the crop year: 461 active living quarters, 419 living quarters audited.

Certified Ethanol, Sugar, and Bioenergy Units:

• Advances in the development of the Environmental Management Plan, making it more robust with actions to improve processes and prevent possible impacts.
• Increased engagement in disclosing the communication channel to stakeholders for questions, complaints, suggestions, and compliments to improve processes and activities.
• Continued investment in safety and environment to advance in employee well-being, safety, and prevent environmental impacts.
• Continuation of initiatives demonstrating compliance with Bonsucro indicators and responsibility for the sugarcane production chain, such as BI for managing agrochemical application volumes, actions to minimize accidental field fires, investments to reduce water consumption, and campaigns to improve waste management.
• Implementation of guidelines of the new Bonsucro Standard, ensuring preparedness for audits when the standard took effect.
• Diagnosis of units acquired from Biosev to guide implementation plan for following crop years.

Sugarcane covered by sustainability standard:

• Over 48,000 consulting hours dedicated to Raízen's sugarcane producers to promote best social and environmental practices.
• Implementation of the Elos Program in the South-Central region (former Biosev producers' regions), ending the crop year with 93% of supplier's sugarcane volume in the program.
• Strengthening of Raízen's integrated value offering, formed by Elos and Jornada Cultivar Programs, to support suppliers, facilitate access to agricultural management initiatives, cost reduction management, financial solutions, efficiency, and productivity.
• Offering Raízen's sugarcane suppliers the first ESG course designed specifically for the sugar-energy sector in Brazil in partnership with FIA Business School.

Since 2018, we have been signatories to the Business Pact Against the Sexual Exploitation of Children and Adolescents on Brazilian Highways, proposed by Childhood Brasil and the Ethos Institute.

In 2019 and 2020, we implemented internal and external actions to raise awareness on the topic and engage the value chain in the fight against sexual exploitation of children and adolescents by adhering to the Business Pact Against Sexual Exploitation of Children and Adolescents on Brazilian Roadways, proposed by Childhood Brasil and the Ethos Institute.

One of our guidelines is to uphold the protection of the rights of Indigenous communities, and we strictly follow the policy of not acquiring sugarcane from suppliers in areas declared Indigenous.

Through the Parceiro Raíz Award, we stimulate and recognize good practices related to this topic in our supply chain.

We evaluate all our procurement categories (which include more than 4,000 suppliers) based on social and environmental criteria and classify them in a criticality matrix. In this way, we improve our management of risks and opportunities.

We implemented the Sustainable Procurement Policy, which includes guidelines on human rights, and we will go further in the next harvests by developing specific guidelines for each procurement category.

We created the Employee Assistance Program, which includes psychological assistance, legal guidance, financial consulting, social services, and livestreaming with specialists in mental and financial health.

We are concerned with the wellbeing and safety of our employees during the pandemic, so we implemented measures such as the inclusion of specific life insurance coverage and the donation of baskets of staple products.

In 2022, Raízen became a signatory to the UN Global Compact, the world's largest corporate sustainability initiative aimed at engaging the private sector and mobilizing business practices in the areas of human rights, labor, environment, and anti-corruption.

For the future of the environment, in 2022 Raízen signed an agreement with SOS Mata Atlântica for the reforestation of permanent preservation areas.

In late 2021, Raízen created a Labor Compliance area, aimed at addressing reports of harassment and discrimination.

In 2022, Raízen established a partnership with a consulting firm specializing in Sustainability and ESG to prepare a Human Rights Diagnosis, as well as a Human Rights Policy and a roadmap of actions/opportunities in this area.

Raízen entered the gender diversity ranking of the Teva Women in Leadership Index. This is the first quantitative study of the presence of women in the governance of Brazilian companies listed in the index, and results in the largest database of gender diversity in Brazil, with more than 150,000 positions mapped. The leaders included in the Index are members of the Board of Directors, Supervisory Boards, Executive Boards, and Management Committees.

The index also awards points to companies that have achieved equity or are promoting more women to leadership positions – Raízen ranked 13th with a score of 28.4 points.

In partnership with the Ethos Institute, through Raízen University, we provide training on Human Rights at Work for all Raízen employees.

In 2022, Raízen established a partnership with a specialized consultancy to prepare a diagnosis and action plan on the company's management of Human Rights. The scope included the following steps:

• Definition of human rights topics that are priority for Raízen
• Analysis of compliance with international and national documents and adverse media screening
• Benchmark against the main players in the market
• Mapping opportunities for improvement through internal documents and interviews with stakeholders
• Proposals for improving the governance structure and suggestions for human rights indicators
• Maturity analysis
• Development of the Human Rights Policy

To be an active member of multi-stakeholder industry groups, leading at least one group in order to promote significant changes in the fight against corruption and greater promotion of transparency.

Actively influence our counterparts*, who must share Raízen’s Ethics & Compliance values through respect and strict compliance with our policies.

We mapped compliance risks across the entire company, together with an independent consulting firm.

We reviewed Raízen's Integrity policy, and with the objective of influencing our supply chain, we disseminated it to our suppliers.

We developed and implemented an Integrity Audit for service providers.

Being an active member in multi-stakeholder sectoral groups, leading at least one group. In order to promote significant changes regarding the fight against corruption and greater transparency promotion.

Actively influencing our counterparts, who must share Raízen's Ethics & Compliance values, through respectful and faithful observance of our policies.

We refined the clauses of our TCG (Clauses and general conditions for the provision of goods and services), a mandatory document for all our suppliers, in order to clearly define the obligation to follow best compliance practices in accordance with Raízen's culture.

We improved our supplier registration and active monitoring platform, including new questions concerning Compliance. In this way, we monitor even more closely the suitability and maturity of suppliers on this topic and ensure that they meet Raízen's criteria for operation.

Aside from policies, procedures, and code of conduct, we have developed online training for third parties on Ethics & Compliance, using a straightforward language, and that is available on the Supplier Portal.

In the 21'22 crop year, we also became an active member, as theme leaders of the communication and engagement front, of the Agroindustry Collective Anti-Corruption Initiative of the UN Global Compact's Brazil Network.
We remain signatories to the Business Pact for Integrity and Against Corruption - Ethos Institute

Being an active member in multi-stakeholder sectoral groups, leading at least one group. In order to promote significant changes regarding the fight against corruption and greater transparency promotion.

Actively influencing our counterparts, who must share Raízen's Ethics & Compliance values, through respectful and faithful observance of our policies.

Multistakeholder Performance:
We remained active in the collective action of the agribusiness sector promoted by the UN Global Compact, Rede Brasil, and contributed to the creation of a Guide for Good Anti-Corruption Practices in Agribusiness.

We led the communication and training fronts in this collective action.

We disseminated the Guide for Good Anti-Corruption Practices in Agribusiness, through Jornada Cultivar, to Raízen's third parties that participate in the Cultivar and Elos Programs.

We remained signatories to the Business Pact for Integrity and Against Corruption—an initiative jointly created by the Ethos Institute, the United Nations Development Programme (UNDP), the United Nations Office on Drugs and Crime (UNODC), the World Economic Forum, and the Brazilian Global Compact Committee, among others.

We participated in the Integrity Working Group promoted by the Ethos Institute.

Performance partners:
We launched the Raízen Supplier Code of Conduct, which reinforces the need to commit to Raízen's values of Ethics and Compliance in the supply chain.

We launched an online training program specifically for Raízen Suppliers, which contains good practices expected by Raízen of third parties in their operations and during their relationship with the company.

Both the Code and the training program are readily available on Raízen's website (Espaço Ética and Portal Fornecedor) and on the Portal Sebrae-Raízen website.

• 7% surroundings covered by the foundation.

Results:

• 7% surroundings covered by the foundation.

• 7% surroundings* covered by the foundation.

Results:

• 13.9% surroundings* covered by the foundation.

• 7% surroundings* covered by the foundation.

Results:

• 33,7% of surroundings* covered by the foundation.

Promote actions in education in 100% of the territories in which Raízen operates¹ through Raízen Foundation programs.

Our Highlights:
In 2018, the Raízen Foundation revised its operating model and started a pilot class for a new educational approach that encourages the development of socioemotional skills and permanence in school. The program is aimed at 9th grade students and lasts for 12 months. This change made it possible to increase the number of young people benefited.

In 2019, we expanded the program to 5 branches of the Raízen Foundation.

In the 19/20 harvest, we reached the highest number of young people assisted since the Raízen Foundation revised its operating model and started the pilot class for a new educational approach that encourages the development of socioemotional skills and permanence in school.

In 2020, during the pandemic, the methodology was adapted to a remote model. The positive results obtained made it possible to develop a program using the same principles in a hybrid model. This change enabled our ambition to reach a larger number of locations. Also in 2020, the Raízen Foundation revised its program aimed at children.

In 2021, in line with the Raízen Foundation's strategy—which involves the affective relationship with children and young people, the family, and the school and the contribution to reducing school drop-outs in Brazil—we have committed to be present in 100% of the areas surrounding* our operations by 2030, expanding our ties with the community and generating a positive social impact.

In 2021, we committed to serving 100% of the territories where we operate by 2030, expanding our community ties and creating a positive social impact. This commitment aligns with the Raízen Foundation's strategy, focusing on nurturing relationships with children, young adults, families, and schools.

Also in 2021, we aimed to broaden the presence of the Raízen Foundation in the territories where Raízen operates. We introduced a hybrid model of the Ativa Juventude Program, partnering with municipal and/or state public schools. These schools provided spaces on a weekly basis outside of regular school hours. This initiative led to the largest number of young people served in the program's history.

Furthermore, we made progress in the governance and management of the Ativa Juventude Program's operating model. Additionally, new territories were included in our commitment due to the acquisition of new bioenergy parks by Biosev.

We conducted a comprehensive study to identify macro trends, scenarios, and the social impacts of Raízen's operations. Based on this study, we defined a long-term positioning: commitment to community relations. We confirmed our commitment to reshape the future of energy, directing it for the benefit of everyone, always leveraging our management capacity and operational excellence.

We accelerated the plan to expand the Ativa Juventude program and surpassed the established target. We engaged with 20 municipalities and received positive feedback, reflecting our strong local relationships.

• 14% of leadership positions are held by women*.

Results:

• 19% of leadership positions are held by women*.

Recognizing the importance of open dialogue, we created listening sessions with women's groups.
We established a gender/women's seat on the Diversity and Inclusion Committee and engaged internal groups that worked on the proposal.

We enhanced our hiring processes to ensure that at least 30% of women are included in recruitment and selection processes.

*Leadership positions are considered Coordinator and above.

• 14% of leadership positions held by women.

Results:

• 21% of leadership positions held by women.

In the 21'22 crop year, Raízen became a signatory to UN Women’s seven Women's Empowerment Principles (WEPs).
To achieve gender equity in leadership positions at Raízen, the Board of Directors announced the election of Luciana de Oliveira Cezar Coelho and Sonat Burman-Olsson as independent members. In recognition of this action, Raízen received the Women on Board seal, an initiative supported by UN Women that recognizes the presence of women on boards of directors.

Started in August 2021, Mentorship for Women is a program intended to train women with the potential to hold senior management positions. The mentoring program lasts 12 months and includes support and mutual growth sessions through meetings.

In 2021, Raízen's Trainee Program hired 90% women in the selection process.

• 14% of leadership positions held by women.

Results:

• 25% of leadership positions held by women.

Diversity and Inclusion Census as a diagnosis for reviewing the strategy and tactical plan.

Program for hiring women leaders.

Mentoring program for women.

Leadership training program on Diversity and Inclusion.

Talent Programs (internship and trainees) with at least 50% women.

Biosev and Lubricant were not included in the calculation; they will be part of the scope of this commitment as of the next crop year.