#1eneva sustainability report 2021#2eneva 23 intellectual and organizational capital summary 24 Strategic management 27 ESG Eneva journey 28 ESG commitments 37 Stakeholders engagement 38 Innovation strategy 43 Investments 44 Corporate governance 47 Integrity program 48 Compliance 50 Risk management 00 presentation 03 Letter from management 05 About this Report 06 Materiality 08 Highlights of 2021 80 90 social and relationship capital 105 independent assurance statement 81 Suppliers 83 Social responsibility 85 Support to communities 86 Social programs 105 independent assurance statement 108 annexes natural capital 52 manufactured capital 53 Operational performance 56 Assets 61 Assets integrity 62 Trading 63 Access to energy 91 Natural capital 92 Environmental responsibility 93 Biodiversity 94 Atmospheric emissions 95 Greenhouse Gas Emissions 96 Consumption and allocation of resources 98 Water abstraction 99 Effluents 100 Waste 13 about us 64 human capital 16 Portfolio 18 Way of Being 19 Key indicators 20 Acknowledgments 21 External initiatives sustainability report 2021 65 Employees 67 Profile of the teams 69 Diversity 70 Training and qualification 71 Remuneration and benefits 74 Health, safety and well-being 101 financial capital 102 Economic-financial performance 103 Investments 128 GRI Content Index 140 SASB summary 147 Credits and company information < 2 >#3eneva Letter from management GRI 102-14 Ontei Glória Lobo Carneiro We ended 2021 proud of the work we did before and during the pandemic and, even in a difficult environment, we consider that the year was extraordinary for Eneva. Despite the turmoil, we reaffirm the success of our business model and our capital allocation. Through the definition of a long-term strategy, which aims to create value for all our stakeholders, we seek to conceive our contribution to the sustainability of the planet. Our business market is undergoing significant changes and we are prepared to carry out a fair and inclusive transition, with energy that generates value. Anchored in the use and development of new technologies, we are aware of the capacity and adaptability of our teams. We are ready for the new energy market, increasingly focused on consumers. Our organization has the energy, capital and the necessary projects to continue to successfully expand, through a vast, reliable and accessible portfolio for the different demands of our customers. Last year, we acquired Focus Energia, which operates in three main business segments: energy trading, energy generation and distributed generation. In this way, we position ourselves as the largest solar energy company in Brazil. We have a renewable generation portfolio that, when fully developed, will add up to 3 GW. This is a combination of assets, which will increase our energy trading capacity in the Free Market to 1.4 GW. We were also successful in our bids in the energy capacity auction, contracting 295 MW of additional energy capacity in Amazonas, which will allow us to expand the innovative R2W model to another basin. We also achieved a reserve replenishment rate of 264% in the Parnaíba Basin and added 1.3 bcm of 2P gas reserves to our Azulão asset, located in Amazonas. Our mix of energy sources allows us to operate in a regulatory environment that seeks to achieve a balance between energy security and reasonable tariffs. In this context, we seek to contribute to reducing the intensity of our Greenhouse Gas (GHG) emissions, with the responsibility of not harming energy security and the final cost of energy, which affects the entire population. We own two coal-fired power plants and we know that this source of electricity generation must not subsist in the coming decades if humanity really wants to control GHG emissions. Therefore, our commitment, since 2020, is not to build or buy any new coal-fired power plant and to continue operating at the global benchmark in terms of efficiency. Our plants are only activated to ensure the supply of electricity. Not by our decision, but by the National System Operator (ONS). We must be responsible with the decommissioning of our coal plants, avoiding "looking good in the picture" at the expense of energy security or through the sale of assets to third parties without commitment to decommissioning. Therefore, in line with COP26, we are committed to the phase-out of these plants by 2040. We understand that climate change is one of society's greatest challenges and poses a risk to the future of our company. To contribute to the topic, and reinforcing our socio-environmental commitment, we carried out a study of climate risks and opportunities to define a mitigation sustainability report 2021 LES PORTUGAIS AU BRESIL < 3 > Jerson Kelman Chairman Eneva S.A.#4eneva and adaptation strategy. In addition, we declare our support for the ten principles of the United Nations (UN) Global Compact on human rights, labor, environment and anti-corruption, with actions planned for nine of the 17 Sustainable Development Goals, according to our materiality matrix. We believe in and want to contribute to the worldwide movement to reach Net Zero in 30 years. We have incorporated into our Mission and Vision to lead a fair and inclusive energy transition, with a commitment to invest BRL 500 million by 2030 in low carbon technologies, including hydrogen studies. By 2030, we will seek to reduce the GHG emission intensity of our gas-fired generation portfolio to 0.39 tCO2e/MWh (assuming 0.45 tCO2e/ MWh in 2020). In 2021, we joined B3 Carbon Efficient Index (ICO2 B3), demonstrating our commitment to transparency in the disclosure of our emissions. More audaciously, and even with the expansion plans of our activities, we have the ambition to achieve Net Zero by 2050 (scopes 1, 2 and 3 for gas power generation and scopes 1 and 2 for E&P). We believe that in countries with a significant portion of the population being poor and with an asymmetrical income distribution, such as Brazil, the commitment to social development deserves an important attention. That is, we value the S of ESG. Not giving a man a fish but teaching him how to fish. Therefore, our strategic plan includes: 1) improving the Social Progress Indexes in the municipalities where we operate and doubling the number of people impacted by our social projects and 2) contributing to the consolidation of 500 thousand hectares of protected areas in the Legal Amazon region, which multiplies by one thousand what we have done until today. In 2021, 9 thousand people were directly and indirectly impacted by our social projects, in four states, 14 municipalities, totaling 75 thousand people impacted throughout our history. We are developing partnerships with local NGOs and supporting populations in promoting sustainable activities, generating income and improving education, without destroying the forest. The fact that we are substituting fuel oil and diesel as primary sources to produce electricity in the Amazon also contributes, with two advantages. The first concerns the environment, since gas is the least polluting among fossil fuels. And the second is economical, as our model will allow for lower tariffs. Additionally, we strive to offer good returns on invested capital to our shareholders. We manage a capital structure and shape our balance sheet to keep the cost of capital low and available for use in long-term value creation opportunities. Our positioning and discipline in economic-financial management are reflected in our results - we reached a record Ebitda in 2021, of R$ 2.3 billion, 40% higher than in 2020; and net income of R$ 1.173 billion, an increase of 17% in relation to the previous year. At the end of the year, our cash position was R$1.7 billion and net debt/EBITDA was 2.8x. Our free cash flow was R$737 million, amid total investments of R$1.7 billion. Our employees, our greatest asset, were fundamental for the business good performance and will be essential for the achievement of our strategy, which includes ESG criteria. Therefore, we invest in building an agile organization, suited to current challenges, strengthening our meritocratic culture and an increasingly inclusive environment. We are committed to keeping our company healthy, innovative and efficient, with the ability to meet the highest expectations of all stakeholders. As we look to the chapter that will come after the pandemic, we are optimistic and confident in our 2030 Vision, to be the leading integrated energy company in generating value. Jerson Kelman Chairman Eneva S.A. Pedro Zinner CEO Eneva S.A. sustainability report 2021 Pedro Zinner CEO Eneva S.A. < 4 >#5eneva About this Report < 5 > For the third consecutive year, we have disclosed to our stakeholders the Sustainability Report with our operational, economic and socio- environmental performance for the period from January 1 to December 31, 2021. Focusing on transparency and the quality of the information provided, the document was prepared in accordance with the standards of the Global Reporting Initiative (GRI), Essential option, and follows the material themes resulting from the consultation process (materiality) promoted in 2020. In addition, it includes specific indicators for the Oil & Gas and Energy sectors of the Sustainability Accounting Standards Board (SASB). Seeking continuous improvement in transparency and sustainability, the publication brings our commitment to the Global Compact and the United Nations (UN) Sustainable Development Goals (SDGs), which we list as priorities for our business in 2021. The material is inspired by the provisions of the Integrated Reporting Principles of the International Integrated Reporting Council (IIRC). GRI 102-49 | 102-50 | 102-52 | 102-54 The process of developing this report included the contribution of key areas and interviews with senior leadership, in order to demonstrate our strategic planning and with a focus on sustainability, as well as the alignment with ESG principles (Environmental, Social and Governance). The information provided in this document was analyzed and formally approved by our Executive Board and our Board of Directors who participated in all stages of its preparation, up to publication - and underwent external verification, carried out by BVQI do Brasil Sociedade Certificadora. See the Letter of Assurance issued by the independent auditors on page 105. Greenhouse Gas (GHG) emissions data were verified by SGS in accordance with the Brazilian GHG Protocol Program standards. The economic and financial data were audited by KPMG Auditores Independentes and follow the International Financial Reporting Standards (IFRS). GRI 102-32 | 102-56 Any questions or comments about the data presented herein are welcome and can be directed to [email protected]. GRI 102-53 sustainability report 2021#6eneva Materiality GRI 102-40 | 102-42 | 102-43 | 102-44 | 102-46 | 102-47 | 102-49 In 2020, we carried out an extensive materiality definition process to raise the most relevant topics of our operations from the perspective of our priority stakeholders. The work was carried out based on GRI determinations and international methodologies, such as Vigeo Eiris, the Dow Jones Sustainability Indices (Energy industry) and SASB - Gas utilities and distributors. In addition, it considered studies from BNY Mellon - Vision of sustainability and HSBC - Global ESG Sector Playbook as guidance. To reflect the significant economic, environmental and social impacts of our activities, we considered the results of the first materiality, carried out in 2018; analyzed internal and external documents; and consulted, formally or through an electronic questionnaire, representatives of senior management, investors and creditors, experts in the energy and oil and gas sector, community leaders and employees. As a result, a list of topics was created, prioritized based on two axes in a materiality matrix: impact axis, which included our executives, investors/ creditors and employees; and axis of influence, with the considerations of sector experts and community leaders, sector studies and controversies. Based on this cross-referencing, our materiality matrix indicated the most relevant topics, divided into strategic pillars of our business and correlated with the GRI and SASB indicators, in addition to the United Nations (UN) Sustainable Development Goals (SDGs). For the 2021 report, considering the notes raised in the interviews with our executives, CEO and chairman of the Board of Directors, as well as relevant themes and facts that occurred throughout 2021 that impacted our operations and stakeholders, we reviewed internally, with external consultancy support, the list of reported indicators. Parnaíba Complex at night, MA Our materiality is divided into four strategic pillars and 10 material themes. sustainability report 2021 ||| <6>#7eneva Materiality Strategic pillar Local development Governance and transparency People and relationships Material theme GRI 102-44 Contribution to local socioeconomic development Engagement with local communities, traditional peoples and vulnerable groups Ethics, integrity and prevention against corruption Energy security and contribution for access to energy Health and safety of employees and contractors Promotion of healthy work relationships Correlation with the GRI ⚫ GRI 203: Indirect Economic impacts (GRI 203-1 | 203-2) ⚫ GRI 204: Procurement Practices (GRI 204-1) .GRI 413: Local Communities (GRI 413-1 | 413-2) Energy sector (EU20) • O&G Sector (OG9 | OG12) ⚫ GRI 205: Anti-corruption (205-1 | 205 2) .GRI 202: Market Presence (GRI 202-1 | 202-2) Efficient environmental management sustainability report 2021 Pollution prevention Emission management Biodiversity protection and respect for the biome Climate strategy Limit GRI 102-46 Inside and outside < > > Correlation with SASB Correlation with SDG N/A Inside and outside N/A Inside N/A 1 8 10 ⚫ GRI 419: Socioeconomic Compliance (GRI 419-1) • Energy sector (EU1 | EU2 | EU6) 7 16 Inside IF-EU-240a.4 | IF-EU-550a.2 ⚫ GRI 403: Health and safety (GRI 403-1 | 403-2 | 403-3 | 403-4 403-5 | 403-6 | 403-7 | 403-8 | 403-9 | 403-10) Energy sector (EU14 | EU16) Inside IF-EU-320a.l 3 8 ⚫ GRI 401: Employment (GRI 401-1 | 401-2 | 401-3) Inside N/A ⚫ GRI 406: Non discrimination (GRI 406-1) ⚫ GRI 305: Emissions (GRI 305-1 | 305-2 | 305-3 | 305-4 | 305-5 305-7) Inside IF-EU-110a.1 | IF-EU-110a.2 | IF-EU-150a.1 | IF-EU-120a.1 | ⚫ GRI 304: Biodiversity (GRI 304-3) Inside N/A ⚫ O&G Sector (OG4) GRI 303: Water and Effluents (GRI 303-1 | 303-2 | 303-3 | 303-4 303-5) 19 6 7 13 15 Inside IF-EU-140a.1 | IF-EU-140a.3 | • GRI 306: Waste (GRI 306-1 | 306-2 | 306-3 | 306-4) • O&G Sector (OG5) ⚫ GRI 201: Economic-Performance (GRI 201-2) • O&G Sector (OG2) Inside N/A#8eneva highlights 2021 | ESG Strategy < 8 > Structuring New 2030 Strategy, 5 updating the company's mission and vision, integrating ESG principles. Mission: Leading a fair and inclusive transition with energy that generates value Structuring of the ESG Board and Management dedicated to the theme Consultation process with different stakeholders involving more than 6 thousand people. Structuring the principles and methodology of corporate social responsibility sustainability report 2021 1 ESG Strategy 2 1. Listen 3 2. Prioritize and plan 3. Act 4. Measure and adjust 5. Scale 7 1 Transform lives 6 Work in partnership 5 Promote autonomy and emancipation Balance social and environmental impact 4 Value the diversity of each region 2 Identify leaders 3 Listen with empathy Commitments Launch of the Eneva 2030 - 2050 ESG Commitments, focusing on three interdependent commitments Commitment 1 Reduce emissions > R$ 500MM Investment in low carbon technologies > Reduce emissions intensity to 0.39 tCO₂e/ MWh in Natural Gas generation by 2030 > Phase-out coal-fired generations by 2040 > Ambition to achieve NET ZERO - Gas generation: scopes 1, 2 and 3 - E&P: scopes1 and 2 1 Participation and approval by the Executive Board and the Board of Directors in the development of commitments Compromissos ESG 3 Important partnerships Imazon project development to achieve the commitment to improve the Social Progress Index (IPS) in the communities where we operate Commitment 2 2 Improve IPS in the municipalities where we operate > By 2030, benefit 50,000 people directly and 100,000 indirectly through social projects focused on income generation and education Commitment 3 Preserve the Amazon > Contribute to consolidating 500 thousand hectares of protected areas in the Legal Amazon by 2030 BNDES through the Floresta Viva program, a match funding of R$ 10 MM was committed for forest restoration until 2030 Embrapa for the development of Agroforestry projects Associated with Cebds, we participated in thematic chambers and were signatories, through our CEO, of the Positioning Entrepreneurs for the Climate Participation in debates with the initiative Uma Concertação pela Amazônia#9eneva highlights 2021 | Environmental Efficiency and innovation World benchmark in our coal-fired plant efficiency - investment in efficiency equipment - Pecém and Itaqui R$ 11.8 MM invested in innovation and R&D projects Development of a pilot plant to capture CO2 from the post-combustion of mineral coal and natural gas Jaguatirica II TPP is the first in Brazil with Air Cooled Condenser technology for cooling the water-steam cycle Signature of a a new memorandum of understanding strengthening the Green Hydrogen HUB in Ceará Conservation R$ 11 MM in Terms of Commitment for Environmental Compensation - 17 UCS* in the Legal Amazon and 1 UC in the Caatinga Launch of the Programa Reflorestar (Reforest Program) with 6 ha planted 509 ha of Legal Reserve (voluntary and mandatory) Circular economy using our ashes for the cement industry 8% reduction in the intensity of new water captured *UCS - Brazilian acronym for Conservation Units GHG emissions and climate change Gold Seal at the Brazilian GHG Protocol Program Entry into the B3 Carbon Efficient Index (ICO2 B3) Response to the Carbon Disclosure Project (CDP), with grades C and B for Climate and Water, respectively Inclusion of climate change-related risks and opportunities in the company's risk matrix Inclusion of 13 new KPIs for the Environmental Management System 30% reduction in GHG emissions in Roraima's energy matrix with the implementation of Azulão-Jaguatirica integrated project sustainability report 2021 GHG Emissions (MM tCO2e Scopes 1 e 2) 7.55 5.48 4.61 2019 2020 2021 Intensity of GHG emissions (tCO2e/MWh - Scope 1) Eneva Gas Coal < 9 > 0.60 2019 0.46 0.87 0.57 2020 0.45 0.90 0.61 2021 0.49 10.87#10eneva highlights 2021 | Social Local hires 83% Northeast < 10 > 93% 67% North Southeast Communities where we operate 9 thousand people directly or indirectly impacted by our social projects, in the four states, 14 municipalities, totaling 75 thousand people impacted throughout our history 17 tons of organic products from projects supported by us in communities and public schools 300% increase in income generation since 2020, within the Quebradeiras de coco project Expansion of the Projeto Aprender (Learning Project) from 5 municipalities in 2020 to 216 municipalities in 2021, covering 100% of preschools at the municipal and state levels $ Investments R$ 196,111,969 in royalty payments to the Union, states and municipalities of Maranhão and Amazonas R$ 2,077,817 directed to social projects promoted in the states of Maranhão, Ceará, Amazonas and Roraima R$ 775,582 allocated to voluntary social projects Elas Empreendedoras and the Learning Project R$ 1,811,885 invested in voluntary actions to support the fight against Covid-19 Donation of oxygen plants, tests, PPE and other life-saving devices Our people 22% 2% 0 46% 48% Men 78% Women White Black and brown Others Equity of pay regardless of gender and race 36% was the reduction in the accident frequency rate compared to 2020 + 370 thousand hours of training in Health, Safety and Environment, in all operational units, considering employees and contractors 93% of employees submitted their Individual Development Plans in 2021, 99% of those eligible for the assessment responded that they received feedback from their manager and 98% said that the feedback was useful for their development *% of employees hired with residence, at the time of admission, in the same region of work Local development For the first time, we assumed the presidency of the Supplier Development Program (PDF) in Maranhão and held a local Business Round 61% of employees in leadership positions* in our operations are hired from communities in the North and Northeast regions *leadership positions from supervisory level Development of local suppliers 174 MM allocated to products and services in local companies 128% higher compared to 2020 sustainability report 2021#11eneva highlights 2021 | Governance < 11 > Structure and performance Board of Directors composed of seven members, all independent Female representation on the Board of Directors and the Executive Board ESG is included, for the 2nd consecutive year, in the bonus of executives and all employees. Were defined: - Development, approval and publication of Eneva ESG commitments 2030-2050 - Zero accident policy Transparent salary policy for all employees Mobilization of 22 leaders and 27 focal points to formalize and hold the 1st meeting of the ESG Ambassadors Forum. Quarterly meetings between company leaders to monitor and promote the theme Integrity program Members of the Business Pact for Integrity and Against Corruption 434 employees trained in Moral Harassment and 613 in Anti-Corruption Creation of a directive derived from the General Data Protection Law (LGPD) Listed in the Novo Mercado segment of B3, Brasil, Bolsa, Balcão Transparency First audit of the Sustainability Report Adhesion as a signatory of the United Nations Global Compact Network Brazil and integration of the SDGs into our commitments Transparency Trophy, promoted by Anefac AAA rating achieved by Fitch Ratings sustainability report 2021 Agency Perspective Scale Rating Date Rating Type S&P Global Stable brAAA 12/21/2021 Brasil National Scale LT Fitch Ratings Stable AAA(bra) 04/06/2022 Long Term, National III#12eneva D < 12 > highlights 2021 | R$ 5.12 billion in revenue R$ 2.26 billion in EBITDA (the largest in our history) R$ 1.17 billion in net profit R$1.7 billion in investments +12 thousand GWh of energy generated with the potential to supply more than 6.1 MM residential consumers in the country* *Calculated based on EPE's 2021 Energy Statistical Yearbook (average monthly energy consumption by residential consumer 165.2 KWh/month) Reserves Incorporation of 5.6 billion and 1.3 billion cubic meters of gas (2P) in the Parnaíba and Amazonas basins, respectively, totaling 36.6 bcm of certified reserves, +15% than in 2020 Declaration of commerciality for Gavião Belo Field, in Maranhão, with an estimated Pmean volume of gas-in-place of 6.78 bcm A Operational performance Energy security Largest private natural gas operator in Brazil - the only one with experience in onshore gas exploration and production Security for the electricity sector during the 2021 water crisis: 51% increase in generated energy compared to 2020 We guarantee 9% of the country's gas-fired thermal energy and 55% of the thermal power of the North subsystem Operating License for the Jaguatirica TPP first project 100% delivered of the winning projects in the auction of the isolated system of Roraima, held in 2019 Expansion of the availability of the Itaqui and Pecém TPP in the SIN We won the auction for Azulão I and Parnaíba IV in 2021 Energy transition Start of commercial production in the Azulão field (first project to start operating in the region, 20 years after its discovery) Largest LNG producer in Brazil, carrying out the largest LNG onshore logistics operation between the states of Amazonas and Roraima, 1100 km, to enable the Azulão- Jaguatirica integrated project Construction of the Gas Processing Station and the Gavião Preto Gas Pipeline, with an 88 km extension Cycle Closing of Parnaíba V TPP, in commissioning phase Renewables 670 MW of solar energy Business Combination Announcement for entry into renewable energies, with the Futura I project. One of the largest solar parks under construction in Brazil Futura II and Futura III, 702 MW and 1,620 MW in the pipeline of Focus projects under evaluation - which can be implemented in an ideal market scenario Santo Expedito Wind Farm, with all licenses approved for its construction, with 330 MW R$ 1 MM Eneva Ventures' first investment in a startup, in partnership with the group of angel investors GVAngels Trading +1600 customers with the acquisition of Focus. We consider new market trends and regulatory changes, making the sale of gas and energy in the Free Market an increasingly relevant activity sustainability report 2021#13eneva sustainability report 2021 about us eneva < 13 > about us#14eneva About us GRI 102-2 | 102-6 3.1 GW 11 of contracted installed capacity natural gas fields, in the Parnaíba (MA) and Amazonas (AM) Basins We are Eneva S.A., the largest private natural gas operator in Brazil and an integrated energy company, which operates from the exploration and production (E&P) of natural gas to the supply of energy solutions. Pioneers by nature, we have developed an unprecedented business model in Brazil: the Reservoir-to-Wire (R2W), which consists of thermal generation integrated with the production of natural gas. Our purpose is to lead the transition to an even cleaner and safer national energy matrix - encouraging the use of natural gas, fossil fuel with the lowest greenhouse gases (GHG) emission, flexible, economical and efficient, where existing energy solutions are more polluting - and for the sustainable development of the communities in which we operate. Contribute to this purpose, our robust management model and our presence on the Novo Mercado, segment of Brazil's stock exchange B3 - Brasil, Bolsa e Balcão that brings together companies with the highest standards of corporate governance, since 2007. We therefore aim to continue growing responsibly, offering reliable and affordable energy solutions for the society. We have E&P assets in the states of Amazonas, Maranhão, Mato Grosso do Sul and Goiás and, by the end of 2021, we operated 11 natural gas fields in the Parnaíba (MA) and Amazonas (AM) Basins. Additionally, in these regions we have a total area under concession of over 60 thousand km². In the thermoelectric generation, in which we produce safe and competitive energy for the Brazilian electrical system, we had a park with 3.1 GW of contracted installed capacity at the end of the period. Our operational generation assets were located in the states of Maranhão (Parnaíba Complex and Itaqui), Ceará (Pecém II) and Roraima (Jaguatirica II). In renewables, we had two operational assets and a pipeline with centralized and distributed generation, located in the states of Minas Gerais and Bahia. We operate mainly in the Regulated Contracting Environment (ACR), serving energy distributors, in addition to the Free Contracting Environment (ACL), aimed at traders and other customers. We also operate in the Free Market for Energy and Natural Gas, with a robust platform of energy solutions, which includes pilot projects of Distributed Generation (DG) that benefit consumers in Ceará and Maranhão. In addition, we own coal-fired generation assets and invest in generation plants from renewable sources (solar and wind). GRI 102-1 In 2021, with the progress of the Azulão- Jaguatirica integrated project, we started commercial production at the Azulão Field - first project to come into operation in the region, after 20 years of its discovery - and we received the operating license for the Thermoelectric Power Plant (TPP) Jaguatirica II, both milestones reached in September. At the end of the year, the TPP was in the final stage of commissioning, implementing tests of reliability and availability of equipment. Also in the period, anchored in the strategy of diversifying energy sources and business models, we announced the incorporation of Focus Energia, which operated in the energy commercialization and had a pipeline of around 3 GW of installed power from renewable generation and DG projects - which will increase our contracted installed generation capacity to 3.7 GW, considering the Futura 1 solar plant, under construction. Approval by our Board of Directors took place at the beginning of 2022, when we began to incorporate our operating and construction assets into our portfolio, as well as the portfolio of contracts and customers that until then belonged to the Focus trading company.. GRI 102-10 sustainability report 2021 < 14 > Aerial view of Parnaíba Complex, MA about us#15eneva R2W - Complete E&P integration with utilities Our pioneer Reservoir-to-Wire (R2W) model, adopted at the Parnaíba Complex (MA), allows the transformation of onshore natural gas assets into electricity in a fully integrated manner, at more attractive costs for the national system, thanks to the proximity of thermals to producing wells. With this practice, we differentiate ourselves from other non-integrated players. In addition, R2W allows the use of onshore natural gas basins that have never been explored due to their geographic location, enabling the socioeconomic development of territories far from large urban centers. Due to its benefits, we seek to replicate R2W in other locations where we operate, which has already started to be done in 2021 in the Azulão- Jaguatirica Integrated Project. Innovative model in Maranhão will be replicated in Amazonas with the TPP Azulão I (295MW), in Silves sustainability report 2021 Natural Gas Exploration ☑ ΠΕ Field Development Planning Plant Project Monetization Project Implementation < 15 > BM Natural Gas Production Plant Operation Geology and geophysics Reservoir Engineering Plant Engineering Market Intelligence and Auction Strategy Project Management Production O&M Plant O&M Drilling and Well Engineering Facilities Engineering Supplies/EPC Contracts Power and Gas Sale Plant Construction Regulatory & Institutional Relations Construction of Surface Facilities Gas and LNG Treatment Sustaining Reservoir Engineering Interface with Network Operator Financing Reserve Management Growth platform to capture a broad variety of opportunities in strategic areas about us#16eneva Portfolio...... At the end of 2021, our businesses focused on: Power generation: With an electric generation park of 3.1 GW of installed capacity (71% operational), we generate safe and competitive energy for the Brazilian electrical system, representing 9% of the country's gas-fired thermal capacity. In the segment, our portfolio consisted of nine thermoelectric generation plants (two under construction and one under commission), a solar plant and a wind farm under development, in addition to assets focused on Distributed Generation. > Maranhão - we own the Parnaíba Complex, formed by natural gas plants Parnaíba I, Parnaíba II, Parnaíba III and Parnaíba IV with 1.4 GW, and two projects in development, Parnaiba V and Parnaiba VI, with 477 MW. In addition, we operate Itaqui plant, coal-fired, with 360 MW. 1) 3.7 GW from 2022, considering Futura I solar plant, under construction in the period. > Ceará - we operate the Pecém II plant with 365 MW of coal-fired generation. We are also responsible for Tauá Plant (1 MW), the first solar plant to generate electricity on a commercial scale in Brazil, as well as its 64 MW expansion, which already has approved environmental licenses. > Roraima - Natural Gas plant Jaguatirica II, with 142 MW. > Rio Grande do Norte - we developed the Santo Expedito Wind Farm, with all licenses approved for its construction, with 330 MW. In addition to these assets, we will start, in 2022, in Amazonas, the construction of TPP Azulão (295 MW), expanding the R2W model to the state, where we already operate the Azulão gas treatment plant (GTP). The new plant, which will require investments of R$ 1.3 billion, was made possible in 2021, in the energy capacity auction, held by the Brazilian Ministry of Mines and Energy (MME), on December 21. At the end of the year, we also owned the Santo Expedito Wind Power Project, in final licensing phase. The project, of wind generation, located in Rio Grande do Norte, will have 333 MW of installed power and a capacity factor (P50) of 57.5%. sustainability report 2021 Futura | construction, Juazeiro, BA <16> about us =#17eneva First gas in Azulão, AM sustainability report 2021 HE < 17 > Other investments mapped in renewable sources are the Tauá II project, for solar generation, in Ceará, with 64MWp; and the Nossa Senhora de Fátima thermoelectric plant (1,355 MW), in Macaé, in the Norte Fluminense. Developed by Natural Energia, we have authorization from the Administrative Council for Economic Defense (Cade) to acquire 75% of the asset and an agreement has already been signed for the supply of imported Liquefied Natural Gas (LNG). Still focusing on the Fluminense Region, we signed a contract with GVA for the development of the Macaé Port Terminal (Tepor), with exclusivity until 2022 and preference until 2024. The asset can be used with a focus on the development of a gas hub, composed of thermal plants, associated infrastructure, Natural Gas Processing Unit and Liquefaction Unit. With the acquisition of Focus Energia, we incorporated Parque Solar Futura I, in Juazeiro (BA), one of the largest solar assets under construction in Brazil, at an advanced stage of development. Futura I will have 670 MW of installed power and is expected to enter commercial operation by the end of 2022. Other projects in the Focus pipeline are also under evaluation - which can be implemented in an ideal market scenario, taking into account the energy price in the long term and the amount invested (Capex) -, such as the expansion possibilities Futura II and Futura III, of 702 MW and 1,620 MW of installed capacity, respectively. Exploration & Production (E&P): our E&P assets are in the Parnaíba (MA), Amazonas (AM), Solimões (AM) and Paraná (MS/GO) basins. At the end of 2021, we operated 11 natural gas fields, in the Parnaíba (MA) and Amazonas (AM) Basins, with a total area under concession of almost 65 thousand km². Six fields were in production: five in the Parnaíba Basin (Gavião Real, Gavião Vermelho, Gavião Branco, Gavião Caboclo and Gavião Azul) and one in the Amazon Basin (Azulão). Five were under development - Gavião Preto, Gavião Branco Norte, Gavião Tesoura, Gavião Carijó and Gavião Belo, in the Parnaíba Basin. We also have blocks acquired in the 13th and 14th Bidding Rounds of the National Agency for Petroleum, Natural Gas and Biofuels (ANP) that are in the exploratory drilling and seismic phase, as well as blocks acquired in the 1st cycle of the ANP's Open Acreage in 2019. In 2020, we also acquired seven exploratory blocks in the onshore basins of Amazonas and Paraná, in addition to the Juruá field, in the Solimões Basin, in the 2nd cycle of ANP's Open Acreage. Trading: we operate in the Energy and Natural Gas Free Market, offering a financially robust business platform, supported by energy generation assets, natural gas production and solid risk management. As of 2022, we will rely on the expertise of Focus Energia, which has maintained its trading operations since 2015, expanding our offer of tailored products and services that combine electricity, natural gas and their liquids. about us#18eneva < 18 > Mission, Vision and Way of Being Mission In 2021, when updating our strategy with a horizon until 2030, we revisited our Mission and defined a new Vision, anchored in ESG principles. The process was conducted by the Executive Board and the Board of Directors, with the participation of a group of leaders, multidisciplinary managers and formal approval by the Board. In the behaviors that we expect to achieve our purposes, we emphasize even more the trust we have in our employees and teamwork. GRI 102-16 2030 vision Be the leading integrated energy We want to grow, but not at any cost; focus on achieving the ideal size to maximize our value generation company in We must increasingly consolidate ourselves as an integrated energy player terms of value creation Maximizing our generation of value remains the company's main objective -with the company's growth in size being a means of achieving it Democratizing access to reliable and affordable energy Leading a fair and inclusive Valuing the inclusion of the most vulnerable populations transition Expanding the use of natural gas to replace more polluting fuels and investing in renewable energy Offering integrated energy solutions with energy that generates value Creating mutually beneficial relationships between the company, employees, customers, suppliers and the communities we depend on to thrive Behaviors: > We have the courage to take risks responsibly. > We are open, constructive and resilient. > We strive for the highest standards. > We trust each other. > We celebrate and reward success. sustainability report 2021 about us =#19eneva Key indicators GRI 102-7 Indicators 2019 2020 2021 Number of employees (employees and contractors) 3,298 7,047 5,826 Concession area for hydrocarbon exploration and production (km²) 38,526 47,832 64,800 Number of generation plants in operation 6 6 6 Total installed capacity (MW) 2,773 2,773 3,068 8 $ Net Operating Revenue (R$ million) 3,137 3,243 5,124 Net Income (R$ million) Ebitda (R$ million) 600 1,008 1,173 1,494 1,617 2,256 CO2 Direct emissions - energy generation (tCO2e) 5,478,635 4,604,036 7,564,409 Injury Frequency Rate (Number of injuries x 1,000,000)/man-hour exposed to the risk) 1.99 2.62 2.55 Total investment in Innovation, Research and Development (R$ million) 7.2 16.7 11.8 Total energy generated (MWh) 8,967,227 7,980,605 12,275,301 sustainability report 2021 < 19 > about us =#20eneva < 20 > Acknowledgments Eneva team with the Transparency Trophy, promoted by Anefac Troféu Transparência (Transparency Trophy): in 2021, we received the Transparency Trophy. Promoted by the National Association of Finance, Administration and Accounting Executives (Anefac), the award, known as the Accounting Oscar, honors companies that have the best transparency practices in accounting information. The Latin American Executive Team 2021: we were featured in The Latin American Executive Team 2021 as the number one company in the Winner Index - Electric & Other Utilities sector. In addition, we won first places in ESG and Best IR Program; second place in Covid-19 Crisis Management and Best Event for Investors and Analysts (virtual); and third place as the Best IR Team all in the Midcap companies ranking. Pedro Zinner, our CEO, was also elected as the second Best President and Marcelo Habibe, our CFO, as the Best Professional in the area among companies in the sector in Latin America. The award is given by Institutional Investor magazine, a leader in the international business sector. sustainability report 2021 In 2021, we received the Transparency Trophy. Promoted by Anefac, known as the Accounting Oscar Top Open Corps: in 2021, we were among the leading companies in open innovation in Brazil, being among the five that most practice open innovation in the Oil and Gas category of the TOP Open Corps ranking. Held by 100 Open Startups, the award recognizes the companies most engaged and committed to the Brazilian innovation ecosystem. Gold in the Brazilian GHG Protocol Program: we are Gold in the Brazilian GHG Protocol Program, which is responsible for adapting the GHG Protocol method to the Brazilian context and for developing calculation tools to estimate greenhouse gas (GHG) emissions. The recognition shows how well we know our GHG emissions profile, with an inventory accredited by an independent certifier, and demonstrates how committed we are to the transparency of our impacts. Tribute from the Government of Maranhão: we were honored in 2021, by the Government of Maranhão, for the support provided in the fight against Covid-19 in the state. For the benefit of the population, among other initiatives, we donated 32 tons of food (in 2020); we supported the construction of the Field Hospital in the city of Pedreiras; and we promoted the Sewing for Good project, for the production of masks and hygiene kits. about us#21eneva External initiatives < 21 > GRI 103-1, 103-2, 103-3 - Contribution to local socioeconomic development | 102-12 To improve our management and contribute to the sustainable development of our sector and the locations where we operate, we sign and subscribe to external initiatives. In 2021, we highlight: Global Compact (UN) Brazil Network Year of adoption: 2021 Type: volunteer Coverage: applies to all operations We joined the Global Compact Network Brazil, a United Nations initiative whose mission is to promote the integration of the Sustainable Development Goals (SDGs) into organizations' business strategies. This initiative was led by the ESG area with the approval and engagement of the entire Executive Board and the Board of Directors. The work plan resulting from this adhesion will be part of the unfolding of the ESG commitments assumed by us and shared transversally through the ESG Ambassador Program. sustainability report 2021 Programa de Desenvolvimento de Fornecedores (Supplier Development Program) - PDF Year of adoption: 2009 Type: volunteer Coverage: Maranhão PDF is managed by the Federation of Industries of Maranhão and aims to offer training and consultancy to companies to increase competitiveness in the contracting processes by large organizations and, consequently, increase the number of contracts with local suppliers. We are part of the program's Management Council, defining the strategic objectives for strengthening the participation of local suppliers. In 2021, we assumed for the first time the Presidency of the Council, composed of four other industries. Business Pact for Integrity and Against Corruption Year of adoption: 2020 Type: volunteer Coverage: applies to all operations We are committed to disclosing Brazilian anti- corruption legislation to our employees and other stakeholders, so that legal regulations are fully complied with. In addition, we are committed to prohibiting any form of bribery, working for legality and transparency in contributions to political campaigns, striving for transparency of information and collaborating in investigations, if necessary. Empresa amiga da criança (Child- friendly company) - Seal Year of adoption: 2020 Type: volunteer Coverage: Ceará Granted by Fundação Abring, the Child-friendly Company Seal recognizes companies/institutions that invest and work in social projects that promote the defense of children's and adolescents' rights in Brazil. Our actions carried out in Pecém, in 2019 and 2020, were chosen as activities that strengthen the fight against child prostitution and slave labor, as well as protecting children and adolescents. ПGA Energized Children social project, Pecém, CE CRIANÇAS ENTRGIZA 20 about us eneva#22MALYA eneva < 22 > eDUC Horta EMPRE ENDEDO SMA AÇÃO Escolar SUST ENTA VEL 800 ERVAS MEDIC Social project Sustainable Education in the José Maria Barros Pinho School, Pecém, CE Índice de Carbono Eficiente B3 (Carbon Efficient B3 Index) - ICO2 B3 Year of adoption: 2021 - Index portfolio of 2022 Type: volunteer Coverage: applies to all operations We joined ICO2 B3 as a demonstration of our commitment to transparency in the management and disclosure of our emissions, as well as our anticipation for a low-carbon economy. Carbon Disclosure Project (CDP) Year of adoption: 2021 Type: volunteer Coverage: applies to all operations CDP is a non-profit organization that operates the global disclosure system for investors, companies, cities, states and regions to manage their environmental impacts. In 2021, we responded for the first time to CDP's Climate Change and Water Security questionnaires. In Climate Change, we obtained a grade of C, for the level of awareness of our main impacts of climate issues. In Water Security, we received a B grade, for maintaining coordinated actions to manage water-related issues. Powering Past Coal Alliance (PPCA) Year of adoption: 2022 Type: volunteer Coverage: applies to our coal operations Pecém and Itaqui. PPCA is a coalition of governments, companies and organizations working to advance the transition from coal-fired power generation to clean energy in a fair and inclusive way. We joined the initiative in 2022, committing to carry out the phase-out of the coal plants in Itaqui (MA) and Pecém II (CE) by 2040. Brazilian Business Council for Sustainable Development (Cebds) Year of adoption: 2020 Type: volunteer Coverage: applies to all operations Cebds is a non-profit civil association that promotes sustainable development through articulation with governments and civil society, in addition to disseminating the most current concepts and practices on the subject. In 2021, our CEO, Pedro Zinner, signed the letter called Positioning Entrepreneurs for the Climate, as part of our participation in the Cebds Leaders Council. sustainability report 2021 Check, in the Annexes, further associations that we are part of. GRI 102-13 about us =#23eneva sustainability report 2021 Intellectual and organizational capital < 23 > Intellectual and organizational capital =#24eneva Strategic Management GRI 103-1, 103-2, 103-3 - Climate Strategy - SASB IF-EU-110a.3 < 24 > We act to lead the energy transition of the Brazilian matrix in a fair and inclusive way, ensuring the sustainable and constant growth of the country and our business, generating value through all our production chain. In this regard, we annually revisited our strategy, which, in 2021, began to encompass a horizon until 2030, with a view to consolidating ourselves as one of the main investment platforms in integrated energy solutions in Brazil. The new definition maintains the previous commitment, established in 2018, to reach by 2023 contracted thermal power generation capacity of 4.7 GW through greenfield projects, powered by gas or renewable sources, or through assets acquired in mergers and acquisitions. The review of our strategy considered our evolution in the past five years (from 2017 to 2021), in which, with a Capex of R$ 5.3 billion and based on operational restructuring and disciplined allocation of capital, we recorded: sustainability report 2021 > 48% increase in contracted installed energy capacity; > 94% growth in 2P gas reserves, reaching 36.6 bcm; > 134% expansion in concession area, totaling 64,800 km². In addition, in the same period, we overcame important challenges, which accredited us to a longer-term planning, conscious of our differentials and the technical and operational capabilities of our assets and teams. In this context, we highlight: >> Reduction of potential risks, ensuring gas reserves to fulfill existing contracts; maximizing synergies from merging the power generation and E&P businesses; and attracting, retaining and training talents. > Restructuring, optimizing our capital structure, investing in improving operational efficiency, reducing costs. > Implementation of a new corporate culture. These improvements have allowed us to advance the challenge of reinventing ourselves and seeking: > Develop new business opportunities. > Position the company to lead the energy transition. > Maintain high standards of productivity and operational excellence > Maintain the attraction and retention of the best talents. >48% in the contracted installed capacity "We have incorporated ESG into our mission and vision, as well as ESG commitments have been tied to part of our 2030 strategy." Anita Baggio Barreto, Director of HR, ESG, Health & Safety, Social Responsibility, Communication and Culture >94% in 2P gas reserves, reaching 36.6 bcm 134% in the concession area, totaling 64,800 km² Intellectual and organizational capital#25eneva With the new Mission - leading a fair and inclusive transition with energy that generates value our strategic plan was developed based on five value levers - Energy in the grid; Gas monetization; Discipline in capital allocation; Integrated energy solutions; and Access to gas reserves - unfolded in six must-win battles: Mission Vision 2030 Leading a fair and inclusive transition with energy that generates value Be the leading integrated energy company in value creation 1 Extend current assets' lifecycles and replicate R2W to other geographies; 2 Maximize reserves and develop integrated 3 solutions in the North Region; Develop infrastructure Gas Hubs; 4 Commercialize energy resources and develop new business models; 5 Develop renewable portfolio and foster low carbon technologies; 6 Build an agile and fit for purpose organization. Value levers > Energy in the grid > Gas Monetization > Integrated energy solutions > Access to gas reserves Challenge 1 > Extend current assets' lifecycles and replicate R2W to other geographies Challenge 2 > Maximize reserves and develop integrated solutions in the North Region Challenge 3 > Develop infrastructure Gas Hubs Challenge 4 > Commercialize energy resources and develop new business models Behaviors Challenge 5 > Develop renewable portfolio and foster low carbon technologies > Discipline in capital allocation Challenge 6 > Build an agile and fit for purpose organization sustainability report 2021 > We have the courage to take risks responsibly > We are open, constructive and resilient > We trust each other > We strive for the highest standards > We celebrate and reward success < 25 > Intellectual and organizational capital#26eneva "The Brazilian energy strategy considers the use of its oil and gas reserves until 2050 to ensure the sustainable development of the nation, since the resources from the collection and commercialization will be fundamental for energy security, economic development and the Brazilian energy transition itself" Source: Ten-Year Energy Expansion Plan 2031 The set milestones consider, in addition to our internal projections with multidisciplinary analytical scope, external sources of sectoral relevance, including the information of the Empresa de Pesquisa Energética (EPE), provided in the Ten-Year Expansion Plan updated annually. According to the last document, which went through public consultation, with contributions received until February 2022, in the period 2021-2031 the consumption of energy per capita is expected to grow at an average rate of 1.9% per year in Brazil. The Plan also highlights the acceleration of the development of the hydrogen market that, with different technological routes and production supplies, may result in business opportunities for the oil and gas, renewable, biofuels, electrical and other energy sources industries. The theme is part of our innovation and R&D initiatives. For the energy transition, the document considers that, under the socio-environmental context, the sector should include bioenergy and renewable energy production initiatives. From this perspective, with the acquisition of Focus, we ensure the diversification of energy generation sources and obtained access to a large customer base of the Free Market. To this end, we have restructured our marketing area to offer qualified and competitive new business models that will enable the monetization of assets and ensure growth and diversification in a profitable and sustainable way over time. It will also allow us to offer customized and integrated power generation solutions to an increasing number of consumers who, in a new market, will gain optionality and will be able to choose their own suppliers. There is an emphasis on the growing need for natural gas in the electricity sector, which plays an important role for the national energy strategy, ensuring the stability of the electricity system in periods of intermittency. Therefore, we will use our logistical advantage to democratize the arrival of gas to regions with less access to energy, promoting more competitiveness to the processes of our future customers and enabling this source as a replacement solution for more polluting liquid fuels, such as diesel and fuel oil. In this context, for the maintenance of a renewable generation matrix, natural gas holds the position of the main fossil fuel enabling the expansion of clean energy generation in Brazil, since wind and solar generations, dependent on the occurrence of wind and sun, are intermittent and, therefore, not continuously dispatchable. ESG principles drive our planning and encompass the decision not to invest further in new coal- generating assets. In line with the Powering Past Coal Alliance commitments made at COP26, we plan to phase-out our coal assets by 2040 as part of the path to achieve our ambition to reach Net Zero by 2050. The process will be conducted in order to minimize as much as possible the impacts to employees of these plants, community and other stakeholders. "Thus, natural gas plays a central role in the security of supply of the Brazilian energy system, a safe intake to be triggered when renewable generation is unable to meet the demand for electricity." Source: Ten-Year Energy Expansion Plan 2031 sustainability report 2021 < 26 > Intellectual and organizational capital#27eneva ESG Eneva Journey What is Eneva's ESG journey? Our achievements and our "planning and listening process" for launching ESG commitments 2022 < 27 > For the past years, we have invested in improving our performance by adopting ESG principles and seeking, in our operations and strategic plan, a balance between the three pillars of sustainability - environmental, social and economic. With the formalization of the ESG area in 2021, we matured our vision of sustainability, as well as implemented systems and metrics for monitoring the impact on the sustainable development of society. For the year 2022, we will further structure our governance with the creation of an ESG Center of Excellence, to discuss relevant topics and to maintain continuous involvement of our leadership and our Board of Directors. 2020 > Eneva Materiality Mapping (GRI) > 1st Sustainability Report 2021 > Study of climate risks and opportunities > Inclusion of new Environment KPIs > Inventory of GHG emissions > Launch of the Reforest Program > Response to CDP (climate Ce water B) > 12 local forums and listening processes, reaching 6,112 people in four states, experts in the Amazon and 27 federal, state and municipal public policy makers > Inclusion of ESG themes in the 2030 Strategic Plan > ESG Ambassadors > Inclusion of Eneva in the 2022 portfolio of the Carbon Efficient Index (ICO2) of B3 > Launching of Eneva's ESG Commitments, with a 2030 to 2050 vision > First Sustainability Report verified by an independent third party > New partnerships signed: Imazon and BNDES (Floresta Viva) > First utility in Brazil to sign a commitment to the Powering Past Coal Alliance (PPCA) sustainability report 2021 > Adhesion to the Global Compact Brazil Network Intellectual and organizational capital#28eneva ESG Commitments GRI 103-1, 103-2, 103-3 - Contribution to local socioeconomic development ESG Commitments based on three interdependent components and nine SDG 1. Reduce Emissions 9 INDUSTRY, INNOVATION AND INFRASTRUCTURE 8 DECENT WORK AND ECONOMIC GROWTH NO POVERTY HUNGER ZERO < 28 > 2. Improve Social Progress Index As we updated our strategy and lifelong business, in 2021 we created an ESG Executive Board, who defined long-term commitments for the 2030- 2050 horizon. The process was carried out through discussion rounds with different areas responsible for material topics, the involvement of the Board of Directors, and consultations with external experts in sustainability and investors. After the final approval, we disclosed our commitments during Eneva Day, in February 2022, and to our internal and external public in a structured communication process. Our challenge to 2030 will be detailed throughout this year and will engage all company's departments. The specificities of our sector and Brazil were considered in the preparation of the ESG commitments, including the expectation of the Ten Year Energy Expansion Plan to increase, by 2030, renewable sources and natural gas generation capacity; the intermittence of the renewable matrix, which requires the complementarity of a reliable energy source; the need to optimize assets to support socioeconomic growth; the fact that Brazil has a developing economy with an expanding population, but which, according to the Brazilian Institute of Geography and Statistics (National Census - IBGE), still has more than 2 million people without access to electricity; as well as the transition to a low carbon economy, which requires preparation of the workforce. To support this challenge, we joined forces with the United Nations Sustainable Development Goals (SDG) initiative, observing among their goals those that are closest to the positive impacts generated by our business. With the objectives mapped and defined, we present our commitments with three interdependent components, to build a positive social, economic and environmental legacy where we operate. To make this ESG strategy possible, in 2021 we created the ESG Ambassadors group, formed by 22 business leaders, responsible for approving, indicating, and updating focal points, and acting as spokespersons to improve our ESG agenda and identify material themes. AFFORDABLE AND CLEAN ENERGY 13 CLIMATE ACTION eneva 15 LIFE ON LAND 17 PARTNERSHIPS FOR THE GOALS 10 REDUCED INEQUALITIES 3. Preserve the Amazon sustainability report 2021 Intellectual and organizational capital#29eneva Metas relacionadas aos ODS que contribuímos 1 NO POVERTY GOAL 1 2 ZERO HUNGER SSS GOAL 2 7 AFFORDABLE AND CLEAN ENERGY GOAL 7 < 29 > End poverty in all its forms everywhere Targets: 1.1 By 2030, eradicate extreme poverty for all people everywhere, currently measured as people living on less than $1.90 a day 1.2 By 2030, reduce at least by half the proportion of men, women, and children of all ages living in poverty in all its dimensions according to national definitions. End hunger, achieve food security and improved nutrition and promove sustainable agriculture Targets: 2.1 By 2030, end hunger and ensure access by all people, in particular the poor and people in vulnerable situations, including infants, to safe, nutritious and sufficient food all year round 2.3 By 2030, double the agricultural productivity and incomes of small-scale food producers, in particular women, indigenous peoples, family farmers, pastoralists, and fishers, including through secure and equal access to land, other productive resources, and inputs, knowledge, financial services, markets and opportunities for value addition and non-farm employment 2.4 By 2030, ensure sustainable food production systems and implement resilient agricultural practices that increase productivity and production, that help maintain ecosystems, that strengthen capacity for adaptation to climate change, extreme weather, drought, flooding, and other disasters, and that progressively improve land and soil quality Assure access for affordable, reliable, sustainable and modern energy for all Targets: 7.1 By 2030, ensure universal access to affordable, reliable, and modern energy services 7.2 By 2030, increase substantially the share of renewable energy in the global energy mix 7.3 By 2030, double the global rate of improvement in energy efficiency 7. a By 2030, enhance international cooperation to facilitate access to clean energy research and technology, including renewable energy, energy efficiency, and advanced and cleaner fossil-fuel technology, and promote investment in energy infrastructure and clean energy technology sustainability report 2021 Intellectual and organizational capital#30eneva 8 DECENT WORK AND ECONOMIC GROWTH GOAL 8 6 INDUSTRY, INNOVATION AND INFRASTRUCTURE GOAL 9 REDUCED 10 INEQUALITIES GOAL 10 13 CLIMATE ACTION GOAL 13 < 30 > Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all Targets: 8.2 Achieve higher levels of economic productivity through diversification, technological upgrading, and innovation, including through a focus on high-value added and labor-intensive sectors 8.5 By 2030, achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value 8.7 Take immediate and effective measures to eradicate forced labor, end modern slavery and human trafficking and secure the prohibition and elimination of the worst forms of child labor, including recruitment and use of child soldiers, and by 2025 end child labor in all its forms Build resilient infraestructure, promote inclusive and sustainable industrialization and foster innovation Targets: 9.1 Develop quality, reliable, sustainable, and resilient infrastructure, including regional and transborder infrastructure, to support economic development and human well- being, with a focus on affordable and equitable access for all 9.2 Promote inclusive and sustainable industrialization and, by 2030, significantly raise the industry's share of employment and gross domestic product, in line with national circumstances, and double its share in the least developed countries 9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action by their respective capabilities Reduce inequality within and among countries Targets: 10.1 By 2030, progressively achieve and sustain income growth of the bottom 40 percent of the population at a rate higher than the national average 10.2 By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status 10.3 Ensure equal opportunity and reduce inequalities of outcome, including by eliminating discriminatory laws, policies and practices and promoting appropriate legislation, policies and action in this regard Take urgent action to combat climate change and its impacts Targets: 13.1 Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries 13.2 Integrate climate change measures into national policies, strategies and planning 13.3 Improve education, awareness-raising and human and institutional capacity on climate change mitigation, adaptation, impact reduction and early warning sustainability report 2021 Intellectual and organizational capital#31eneva 15 LIFE ON LAND GOAL 15 17 PARTNERSHIPS FOR THE GOALS GOAL 17 Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss Targets: 15.3 By 2030, combat desertification, restore degraded land and soil, including land affected by desertification, drought and floods, and strive to achieve a land degradation-neutral world 15.a Mobilize and significantly increase financial resources from all sources to conserve and sustainably use biodiversity and ecosystems 15.b Mobilize significant resources from all sources and at all levels to finance sustainable forest management and provide adequate incentives to developing countries to advance such management, including for conservation and reforestation Strengthen the means of implementation and revitalize the global partnership for sustainable development Targets: 17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships Data, monitoring and accountability To learn more about our ESG commitments click L sustainability report 2021 Fortaleza Down Project with children and adolescents with down syndrome, Ceará The Sustainable Development Goals are guidelines that make us integrate our global ambitions with local impacts < 31 > Intellectual and organizational capital#32eneva Commitment 1: Reduce emissions < 32 > GRI 103-1, 103,2, 103,3 - Climate Strategy In 2020, according to the Climate Observatory and the Greenhouse Gas Emissions and Removals Estimation System (Seeg Brasil), the power generation sector was responsible for only 1.5% of GHG emissions in Brazil, while land-use change, and forests and agriculture accounted for 73% of the total. Brazil also has one of the cleanest energy matrices in the world, with 84% of renewable energy, mostly coming from hydroelectric and wind power, according to the Ministry of Mines and Energy. These are sources that guarantee supply to the system, but have intermittence due to natural conditions. For times when there are water crises, as it was in 2021, the electrical system needs complementarity of energy sources to guarantee the continuity of electrical supply. Natural gas is positioned as the main source for the national energy transition, being the safest and least polluting available, representing 9% of the Brazilian electricity matrix and being called upon to generate additional electricity when other sources are not available. It is also fundamental for the security of supply in isolated systems, in which there is a majority share of sustainability report 2021 diesel: in 2021, 95% of electricity generation in isolated systems was diesel, equivalent to a consumption of 1.3 million liters per day, generating an emission of 1.5 million tons of CO2 per year. In addition, in the 2021 Isolated Systems Auction, 65% of generation capacity was contracted to diesel, 28% to biodiesel and only 7% to natural gas - which demonstrates that there is great potential for growth and reduction of emissions in this region of the world. Country. Aware of our strategic position in the energy transition, we will invest in the coming years in a set of initiatives to reduce the intensity of GHG emissions in the energy generation sector. We will allocate resources to energy efficiency projects and carbon capture and storage technologies, execute the phase-out of coal-fired plants until 2040 and expand our portfolio of renewable generation plants. On this path, we have the ambition to reach Net Zero by 2050 - Scopes 1, 2 and 3 for natural gas power generation and Scopes 1 and 2 for E&P activities, with the following milestones in this journey: COAL BASE-YEAR 2020 0.57 tCO2e/MWh > 0.45 (gas) > 0.90 (coal) 2020 2040 No investment in new coal plants Phase-out until 2040 In line with Powering Past Coal Alliance commitment in COP26 RENEWABLES 2022 +670MW of Solar energy (Futura 1) R$960 MM in Renewables Acquisition from Focus COMMITED INVESTMENTS By 2030 New gas plants R$2.8 billion Jaguatirica Azulão TPP I Energy Efficiency R$ 2 billion Parnaíba V and VI closing of cycle Renewable R$ 2.74 billion Futura I solar complex Innovation R$500MM Investments in CCUS and Hydrogen projects 2030 COMMITMENTS By 2030 Isolated Systems (N) Up to 30% of tCO₂e emitted from the replacement of diesel by gas Natural Gas Reduce to 0.39 tCO2e/MWh the intensity of emissions E&P Compensate scopes 1 and 2 emissions in E&P 2050 + Ambition to achieve NET ZERO Gas: scopes 1, 2 and 3 E&P: scopes 1 and 2 Commitment to reduce the intensity of emissions in the natural gas power generation with investments in new technologies and the ambition to reach Net Zero by 2050 Intellectual and organizational capital#33eneva < 33 > Commitment 2 Improve the Social Progress Index (IPS) GRI 103-1, 103-2, 103-3 - Engagement with local communities, traditional peoples and vulnerable groups NOVA DEMAND Agricultural Pole in Nova Demanda resettlement, Parnaíba Complex, MA. In the photo Dario Mota sustainability report 2021 Our main assets are in the countryside of Brazil, close to municipalities with low Social Progress Indexes (IPS), according to the Institute of Man and the Environment of the Amazon (Imazon) prepared diagnosis. It is part of our social strategy to contribute to the development of the communities close to our operations. Actions to promote quality of life, employment, and income generations to local people were designed since the conception of our business model and choice of operating locations. In Maranhão, for example, our natural gas production is responsible for increasing municipal revenues, through the payment of royalties, and for contributing to the development, the increase of income level, and the industrial participation in the Gross Domestic Product (GDP), as it can be shown by local data: Santo Antônio dos Lopes: Data from the Brazilian Institute of Geography and Statistics (National Census - IBGE), between 2010 and 2019: > Increase in the number of enterprises, from 82 to 162 (+97,5%); > Increase in the medium salary per month from 1,1 to 4 minimum salary; > Increase in the GDP by 24 times; > Staff salaried doubled - from 584 to 1.269. 9 thousand people covered by our social projects in the municipalities where we operate Nova Demanda Resettlement, composed of 65 families: > Education actions (to children, teenagers, and adults); > Agricultural projects approved by Government policy (Procaf), to the production flow in social projects we support; > Approval in the public policy "Mais Sementes", from the Government of Maranhão State 550kg in organic seeds to support local producers; > Agroecological Rural Market in the cities of Lima Campos, Capinzal do Norte and Santo Antônio dos Lopes; > I Research Project in partnership with Embrapa and the Maranhão State University to produce organic corn; > Beginning of the Cozinha Empreendedora project to benefit local producers. Intellectual and organizational capital#34eneva Paço do Lumiar: Hortcanaã Program data, which reaches 95 families: > From 18% to 0% in illiteracy between 2014 and 2020; 233% > Increase of 233% in medium salary after 5 years; > The first state partnership with the Cocoa Farming Plan Executive Commission (Ceplac); > Planting of 27 thousand hybrid cocoa seedlings in an agroflorestal area; > Female entrepreneurship - exclusive female agriculture group called Elas Empreendedoras, who commercialize products in the city hall and local markets. increase in average income in five years 27mi thousand cocoa seedlings in the exclusive agroforestry area Annual Income 3000 Average income R$ 2.615 2500 R$ 2.500 2000 R$ 2.300 1500 R$ 1.850 1000 R$ 1.350 R$ 1.105 500 R$ 750 0 2014 2015 2016 2017 2018 2019 2020 2021 sustainability report 2021 M 425 Nova Can Agricultural Pole in HortCanaã resettlement, Itaqui, MA. In the photo Cleonice Martins < 34 > Intellectual and organizational capital =#35eneva Based on these successful cases observed in Maranhão, we have planned to start, in 2022, in Silves and Itapiranga, in the Amazonas State the following: > Partnership with Embrapa to give technical support to 450 families of local producers; > Technical assistance to agroecological agricultures; > Recovery of degraded areas; > Monitoring of the Social Progress Index (IPS). Our goal is to benefit 50 thousand people directly and 100 thousand people indirectly through our social projects, focused on Aerial view of HortCanaã Agricultural Complex, Itaqui, MA income generation and education until 2030. It represents more than double the amount achieved until 2021, when we impacted 71 thousand people directly and indirectly. To this end, e will operate on the territories where we are present, replicating the following lines of action: > Social Responsibility: social projects aimed at vulnerable families with a focus on family agriculture, income generation and education, reduction of illiteracy; > Local workforce: training of local labor for greater employability and exercise of citizenship; > Local suppliers: promotion of initiatives that contribute to the development of the local economy. sustainability report 2021 MUNICIPALITIES WHERE WE OPERATE Azulão-Jaguatirica Boa Vista Silves Itapiranga Itaqui Paço do Lumiar Itaqui-Bacanga (São Luís) Juruá Carauari AM RR MA Pecém II Caucaia São Gonçalo do Amarante Parnaíba Santo Antônio dos Lopes Trizidela do Vale Pedreiras Capinzal do Norte Lima Campos Bernardo Mearim 1.332.284 Total population of the 14 municipalities where we operate CE < 35 > Intellectual and organizational capital#36eneva < 36 > Commitment 3 Conserve the Amazon GRI 103-1, 103-2, 103-3 - Biodiversity protection and respect for the biome Since 2020, despite the areas close to our operations has not been directly affected by deforestation, but considering that there are adjacent municipalities where there is a high indication of extraction, we have developed an environmental protection strategy for the Legal Amazon region. Our goal is to preserve the forest and to contribute to consolidating 500 thousand hectares of protected areas in the Legal Amazon by 2030. In 2020, R$ 11 million was foreseen to pay as Legal Compromise to Environmental Compensation in 17 Conservation Unities (UC), mostly on the Legal Amazon, but also in the Caatinga areas. To do so, we counted on an Amazon Specialist to support us in designing the strategy for this region, and made partnerships with Imazon, BNDES, Embrapa, and Cebds, to articulate and invest in environmental protection. To promote forest consolidation, we will support or conduct initiatives based on five lines: > Stimulus to the bioeconomy and agroforestry; > Support to Conservation Unities; > Restoration of degraded areas; > Territorial monitoring; > Carbon market support. To achieve effective results, our situation is based on: Follow the highest standards of excellence in governance and health and safety Invest Mitigate local workforce for greater employability and exercise of citizenship Promote workshops and training for the local population with a focus on environmental education до Strengthen communities in bioeconomy to generate income and keep the forest standing Contribute with Public Policies, strengthening the regulation of the carbon market in Brazil in new technologies such as carbon capture and storage (CCUS) identifying, avoiding, reducing and offsetting emissions Formar Now we are building the next steps to unfold and manage each commitment, that will be updated and improved to adapt to new contexts and new opportunities, always with transparent communication and disclosing to our stakeholders. 500 thousand hectares of protected areas in the Legal Amazon until 2030 In 2021 we launched the Reforest Program, in the municipality of Lima Campos sustainability report 2021 Intellectual and organizational capital#37eneva Stakeholders engagement GRI 102-40 | 102-42 | 102-44 | < 37 > We keep a series of initiatives to engage and communicate strategic actions and advances to our stakeholders, as well as to raise their main concerns - being the management of these concerns addressed in this document. The purpose of defining stakeholders is to identify public agents, institutions, and associations with direct or indirect impact on our activities of gas exploration and production and energy generation. Considering the nature of our operations, the geographic criterion is a primary factor when defining stakeholders, as the relationship with municipal state and federal governments is central to guarantee the safety and continuity of activities. Acting locally also presumes the monitoring of any stakeholders and agendas that might have a role in our reputation and our operations. Finally, groups, entities, companies, federations, and any other interested parties operating in the oil and gas, and energy sectors at a national level are monitored, with the object to mitigate risks and assess opportunities. Our involvement occurs due to the necessity of: > Mitigating institutional risks identified from new laws and regulation proposals or even verbal and/or written manifestations from stakeholders; > Keeping a good relationship with federal, state, and municipal institutions; > Obtaining authorization for operations, helping internal technical teams interacting with public institutions and authorities; > Contributing to the formulation of public policies to modernize the oil and gas, and energy sectors, evaluating improvements in business environments and acting by sector-related associations; > Constructing a favorable environment for new projects, disseminating information on our portfolio, investments, and high impact on the market and in regions we work on. The identification and selection of engaging audiences are based on mapping the government, associations, and regulatory agencies with emphasis on: > Employees and contractors; > Local and traditional communities; > Financial institutions, investors and the Brazilian Securities and Exchange Commission; > Regulatory agencies (Aneel, federal, state, and municipal governments); > Environmental authorities such as the Brazilian Institute of Environment and the Renewable Resources (Ibama), Environment Ministry (MMA), and several other state institutions; > Suppliers; > Clients; > Associations and NGOs; > Academic institutions; > Society. The main concerns recorded throughout 2021, by audience, included: > Senior management: relationship with communities, business behavior, internal public and impacts on the environment. > Employees: business behavior, impacts on the environment, internal public and relationship with communities. > Investors/creditors: business behavior, relationship with communities, impacts on the environment and internal public; > Sector specialists: business behavior, impacts on the environment, internal public and relationship with communities; > Community leadership: relationship with communities, business behavior, impacts on the environment and internal public. For more information about our stakeholder engagement, check Annexes GRI 102-43 sustainability report 2021 Intellectual and organizational capital#38eneva Innovation Strategy < 38 > Pioneering and innovation are part of our business, reflected in our previous mission that predicted us to stand out as a pioneer in the new frontiers of energy and, now in the new 2030 vision, we aim to be the most admired company due to our innovation capacity. These attributes are reflected in the pioneering integration of onshore natural gas assets to the production of electric energy, with an innovative business model, the Resevoir-to-wire (R2W), which allows the monetization of natural gas found in remote regions of the Brazilian onshore, converting it into electrical energy. In this way, we have overcome challenges in the flow and distribution of gas and energy in different locations in the country, through innovation. We recently started producing gas from the Amazon Basin, in the Azulão field, the first asset in operation in the region. To make the project viable, we integrated the exploration of Azulão with the Jaguatirica II thermal plant, in Roraima, based on an innovative alternative: the small-scale transport of LNG, in which the gas is liquefied in the field and transported by cryogenic trucks to Boa Vista, in Roraima. Thus, we became pioneers in the technology of exploration, transport and gas supply in the region. With these achievements, in 2021, we obtain the largest Brazilian gas liquefaction plant and became the largest LNG carrier in the country. We follow and influence the various trends that have been shaping the gas and energy sectors, with an intense debate toward cleaner and more efficient solutions. To do this we reviewed our mission, "to lead a fair and inclusive transition with energy that generates value." We also defined a new vision: "to be the leading integrated energy company in terms of value creation." Looking at 2030 we aimed, yet, using our pioneering to lead the transformation in the gas and energy sectors and we have made a commitment to invest R$ 500 million in low carbon technology. To guide our resources allocation, our innovation agenda encompasses the search for new technologies, new products and new opportunities that put us at the forefront of relevant topics for the energy and natural gas sectors, that can impact the execution of our business. We also consider the intersection between sectors and possible reformulations at the governmental and sectoral levels in the transition of the natural gas and energy markets. ENERGY: the main trends observed include > Digitization to consolidate advances in the free energy market. > Automation in the energy network distribution, with larger use of artificial intelligence, data analysis and storage, commercializing energy on demand and creating specific products to fulfill each consumer needs. > Transport matrix electrification. > Energy storage technologies, batteries and green hydrogen. > Energy supply decentralization in a scenario where consumers can choose their suppliers. Natural gas: The natural gas industry has been undergoing transformations due to increased resource availability, more intensive use of technology, and new consumer market requirements. According to a Deloitte research entitled "The Future of Natural Gas," technological innovations, new business models, and changing supply conditions will outline parameters for the gas market to provide flexibility, fluidity, and affordability. R$500 million will be invested in low carbon tecnology Among the highlights of the survey are supply growth, new sources of demand, new business models in which short-term contracts will play an increasingly important role for the industry and will need to be flexible and volatile, and the adoption and adaptation to new technologies, with digital tools, analytics, big data and machine learning. In this scenario we evaluate potential options for automating exploration processes and creating new ways to use the input. Intersection of the energy and natural gas sectors: we invest in actions that accompany the trends of GHG emissions reduction, such as carbon capture and storage processes, and solutions for new forms of energy and natural gas monetization. sustainability report 2021 Intellectual and organizational capital#39eneva We follow and influence the various trends that have been shaping the gas and energy sector, with intense debate for cleaner and more efficient solutions. sustainability report 2021 < 39 > Blocks and investment thesis To qualify our R&D projects, we maintain a strategy that follows three main blocks - Today, Tomorrow and Always - and considers five pillars of performance: Automation of the exploration and hydrocarbon process; Solutions for the commercialization of gas and energy; Storage and hydrogen; and Emission reduction and carbon capture. Today: we especially look at the operational efficiency of the business, seeking effective improvements in processes and activities. The goal is to innovate today. Tomorrow: we propose to continually reflect on the transformations in our business sectors that may impact our business model. The focus is to ensure our business continuity. Always: encompasses our commitment to the ESG flags, to maintain our license to operate. We aim to generate sustainable value. INVESTMENT THESES 1 Exploration and hydrocarbon process automation: we invest in initiatives that result in more efficiency in exploration activities through automation in backoffice processes (use of analytics for seismic data processing, rock mapping and reservoir interpretation) and operational processes (use of asset and information management tools). 2 Gas and energy trading solutions: we look for energy and gas monetization alternatives to serve two systems and potential customers (such as trading and micro LNG). 3 Storage and hydrogen: we follow the global innovations in the development of lower cost batteries, the application of which will have a substantial impact on our sector; and we invest in projects focused on hydrogen, which is disruptive from the point of view of inputs for long-term generation. 4 Emission reduction: we seek measures to reduce CO2 and methane emissions in our operations. 5 Carbon capture, storage and use: we seek technologies, solutions and alternatives for capturing atmospheric carbon and post-combustion. Intellectual and organizational capital#40eneva Innovation culture PROGRA < 40 > To achieve leadership in a fair and inclusive transition, the innovation strategy focuses on generating value and fostering a culture of innovation throughout our company. In this sense, we developed and consolidated different initiatives in 2021, highlighing: Innovation Champions, a forum made up of seven key executives, with the objective of promoting updates on strategic themes, idea generation, analysis and recommendation of opportunities, with the deepening of prioritized investment theses, with screening of opportunities. In 2021, the Innovation Champions was the stage for enriching discussions, which contributed to the formatting of new projects and new opportunities, such as the generation of green hydrogen in Parnaíba. Capturing and Recognizing Ideas (CRIE), an internal innovation program focused on giving visibility to innovation initiatives for all those who work in the company (employees or third- party service providers). The program's main objective is to capture innovative ideas that contribute to our business, reinforcing innovation as part of our business and the importance of everyone's engagement to position ourselves as a pioneering company in new technologies and new businesses. In the first edition of the CRIE, held in 2021, more than 60 ideas were registered and evaluated, 12 semifinalists defended their ideas to a technical committee composed of leaders and managers from different areas, and five finalists also had the opportunity to present them to the Executive Board. Afterwards, three winning ideas were selected: 1st place: Feasibility study and Feed for a generation pile with supercritical CO2 (Allam Cycle). 2nd place: Energy Storage with Flywheels. 3rd place: Machine techniques and deep learning applied to data integration in the modeling of unconventional reservoirs. The process was carried out with the collaboration of different senior professionals, not only for evaluation, but also for mentoring the selected ideas. In addition, a workshop was provided with an external partnership, to prepare the CRIE participants and foster open innovation. Innovation Week, an event aimed at fostering the culture of innovation throughout the company through lectures, courses, training and workshops held with external partners, as well as sharing and discussing the main internal projects and initiatives. In the first edition, we had the participation of personalities from innovative Awards event of the first edition of CRIE. In the photo winning employees and their respective mentors companies, we disclosed the projects carried out by our Innovation area and the program held in partnership with Rio Jr (junior enterprises university). On the occasion we also offered our collaborators a training session on agility. On the last day of the Week, the winners of CRIE were awarded with a presentation of the winning ideas to the entire company. Partnerships We seek access to high-quality human capital to generate value in different ways, working with national and international partners such as Stanford University, MIT, Darcy Partners, ACE, and EPRI. Working together allows us to follow the main trends in the energy market, identifying opportunities to create growth platforms for our business. sustainability report 2021 Intellectual and organizational capital#41eneva Portfolio of projects and investments Our initiatives are developed on different fronts, based on the pillars of innovation in order to achieve truly efficient, productive, and innovative results, aligned with the market and our innovation strategy. Because we operate in regulated sectors, we support initiatives through the R&D program of the Brazilian Electric Regulatory Agency (Aneel) - companies in the electric sector have a regulatory obligation to invest 1% of their Net Operational Revenue (ROL) annually in the agency's R&D projects - and the National Agency for Petroleum, Natural Gas and Biofuels (ANP), which aims to stimulate the creation of solutions in products and/or processes in partnership with Brazilian companies for more competitiveness and technological innovations in the oil and gas sector. In addition, we make voluntary investments in projects and startups so that, through new technologies, we can continuously improve the efficiency and effectiveness of our assets (cost reduction, big data and machine learning); create business models and reach new markets (Distributed Generation, new matrices, Free Market, electric mobility). We make voluntary investments in projects and startups so that, through new technologies, we can continuously improve the efficiency and effectiveness of our assets. sustainability report 2021 Steam turbine, Parnaíba V Intellectual and organizational capital 41#42eneva R&D projects EU8 < 42 > In 2021, we allocated in our portfolio of regulated R&D projects R$11,839,287, with the goal of providing electricity safely and promoting sustainability. The highlights were: Carbon capture with solid adsorbent - Post-combustion CO2 capture by adsorption Carried out in partnership with the Federal University of Ceará and SATC - Associação Beneficente da Indústria Carbonífera de Santa Catarina (Santa Catarina State Coal Industry Charity Association), it aims to develop a pilot plant to capture CO2 from post-combustion coal or natural gas. The project includes tests of a pilot-plant for CO2 capture, process simulation for scale-up and synthesis of zeolites, using coal combustion residue. Total value: R$ 5,011,021 (R$ 88,523.34 in 2021) Funding: R&D Aneel Allam Cycle Technology In a pioneering way in Brazil, we also studied the use of Allam Cycle technology to generate energy with low carbon content gas. With this innovation, natural gas is burned with pure oxygen, instead of air, which adds other components. The focus is on generating electricity without CO2 emissions. The process would also avoid the generation of nitrogen oxide, one of the main atmospheric pollutants in gas power plants. Total estimated value: US$ 600,000 Funding: voluntary investment Electric Mobility The project aims to enable electric mobility in Brazil through new business models and the development of a digital platform that connects consumers and entrepreneurs to energy generators and distributors. Carried out in partnership with Entech Renováveis, Mirow, and Venturus. Total value: R$ 12,729,111 (R$ 3,559,817 in 2021) Funding: R&D Aneel Planta-piloto de H₂ In 2022, we will invest, together with the Federal University of Pernambuco and Hytron, in an H2 Pilot Plant. The project encompasses: > Electrolyzer for green hydrogen generation in Parnaíba; > Refrigeration of the generators (currently from gray source - WM); > Fuel cell as backup source (essential services); > Microgrids study with renewables and H2; > Evaluation of business models; > Study of regulatory and legal obstacles. Total estimated value: R$ 17,000,000 Funding: R&D Aneel Look in the attachments the 2021 R&D projects developed Our innovation strategy is focused on generating value and fostering a culture of innovation throughout our company. sustainability report 2021 Intellectual and organizational capital#43eneva Investments Also focused on maintaining our pioneering spirit and promoting innovation, we directed the following investments in 2021: Voltta: Voltta - in which we expect to invest R$ 3 million - is an initiative of our Innovation area and Entech Renováveis, which is the project leader. The Voltta platform is an integrated model of solutions for electromobility, which includes data analysis, charging infrastructure through associated CPOS (Charging Point Operators), clean energy with a clearing house, and promotion of environmental preservation by calculating the non-emission of Carbon Dioxide (CO2). Due to its relevance, the project participated in COP26 through the Startup Acceleration Program of the São Paulo State Government (IdeaGov). This is because the platform meets the challenges of large corporations that operate with electric vehicles and charging infrastructure. The goal is to integrate the entire electric mobility ecosystem, making it possible to connect any type of recharging hardware, with the following analytics: > Fleet Management; > Business Intelligence - BI & Business Analytics - BA (projections and simulations of energy consumption x tariff base, performance of electric vehicles, etc.); > Energy contract management; > CO₂ emissions inventory; > Use of i-Recs (renewable energy certificates) to ensure clean energy at the peak; > Possibility of renewable energy supply to meet fleet demand. Beenx: startup that develops a platform for the negotiation of energy contracts, portfolio management, and creation of a clearing house, using blockchain technology. The amount invested was R$ 2,500,000. Sunne: in the year, in partnership with the angel investor group GVAngels, we made through Eneva Ventures the first investment in a startup, Sunne, from Ceará. The amount was R$ 1 million and considers Sunne's proposal to bring clean and renewable energy to small and medium-sized companies. The startup has a strong presence in the Northeast and uses the shared economy model, connecting renewable energy generation plants to consumers. In this model, it signs contracts with energy producers and shares this capacity in the form of credits, discounted from the electricity bill of the utility that serves the customer, generating savings that can vary between 10% and 30%. Considered a utility of the future, Sunne also operates in the development of new power plant projects and has a management software offered in the SaaS model, which is a way to make technology solutions available through the internet, as a service. This first investment follows our search for innovative business opportunities that address relevant topics, such as the sustainability of assets, the digitalization of operations, decentralization of the chain, and the decarbonization of the sector. sustainability report 2021 Ө < 43 > R$ 1 million Eneva Ventures' first investment in a startup, in partnership with the angel investor group GVAngels Intellectual and organizational capital#44eneva Corporate Governance Ownership structure We are commited to the best governance practices through several fronts. We are listed in the Novo Mercado segment of B3, which includes companies committed to standards beyond legal requirements, in addition to integrate the IBRX100 indexes - an indicator of the average performance of the 100 most representative assets - and the Ibovespa, which gathers the most important companies in the Brazilian capital market. Under the code ENEV3, our common shares totaled 1,266,339,183 at the end of 2021. GRI 102-5 In 2021, we also joined the B3 Carbon Efficient Index (ICO2 B3), which is intended to be an instrument inducing discussion on climate change in Brazil. Our commitment is to the maintenance and adoption of the best corporate governance practices and, in line with the idea of continuous improvement of our structures, we conducted a diagnosis of governance, compliance and internal controls during the year, with the support of the consultancy Deloitte Brazil. In the diagnosis, our level of governance maturity was evaluated in three aspects: 1) adherence to the Best Practices Code of the Brazilian Institute of Corporate Governance (IBGC); 2) the methodology composed of the consultancy itself; and 3) the Novo Mercado rules. The work found adherence to processes, strict compliance with B3 requirements and recommendations from IBGC, and our worldwide benchmarking status in the Business Management item, which includes the assessment of social responsibility and sustainability, in the methodology of Deloitte. These differentials guide the work of the Executive Board, the Board of Directors, and the Advisory Committees: Finance Committee, People Committee, and the Statutory Audi. The members of all governance bodies are elected based on their qualifications and technical experience, in addition to legal and reputational aspects, and in line with the Nomination Policy, Bylaws, the Internal Rules of the Board of Directors, the Law of Corporations, instructions from the Securities and Exchange Commission (CVM) and the B3 Novo Mercado Regulation. The members of the committees and the Statutory Board also have their qualifications checked by the People Committee before eventual approval by the Board. GRI 102-24 44.33% 100% Free Float 22.57% Θ 0.46% Cambuhy BTG Pactual 5.24% 21.24% 6.16% Dynamo Tesouraria Atmos Others sustainability report 2021 < 44 > Intellectual and organizational capital#45eneva Governance Structure GRI 102-18 | 102-22 "We adopt recognized governance processes and have rigid internal controls focused on ensuring ethical and transparent conduct throughout our business chain. Integrity is a value present in the company." Thiago Freitas - Legal, Governance, Compliance and Internal Controls Director BOARD OF DIRECTORS (BD) Top collegiate decision-making body, its attributions include guiding, controlling and inspecting business and performance, as well as approving all policies, defining strategy and guidelines regarding economic, social and environmental aspects, to be respected by the Board of Executive Directors. The members of the Board of Directors may be appointed by the management or by any shareholder, being elected or removed by means of the General Shareholders' Meeting, following the requirements set out in the Nomination Policy. The president and vice-president are nominated by peers, as are the members of the advisory committees, composed mostly by Board members and, when relevant, by external experts. The nominations for reelection consider their performance during the term, their experience, attendance at meetings, the benefit of their replacement - in line with the renewal of the body. In 2021, it was composed of seven members, one of which was a woman, all of whom were independent, as none of them held an executive role, who met on 33 occasions. The terms are for one year, unified, and reelection is permitted. GRI 102-19 | 102-23 | 102-24 | 102-28 ADVISORY COMMITTEES To support its decisions, the Board of Directors relies on advisory committees, which may have a permanent or temporary nature, act simultaneously with the Board of Directors and do not have decision-making powers. In 2021, there were three committees: > Statutory Audit Committee - Comprised of six executives with extensive experience in accounting matters, risks and internal and compliance controls. The body seeks to ensure balance, transparency and integrity of financial information. > Finance Committee - It is composed of four members, whose challenge is to provide the best possible basis for the decisions of the Board of Directors related to financial operations and other aspects of the same nature. > People Committee - With three members, its function is to discuss topics such as compensation and benefits, setting annual goals, retention plans, professional development and succession, among others. BOARD OF EXECUTIVE DIRECTORS Responsible for executing the business strategy defined by the Board of Directors, for preparing plans and projects and for operational and financial performance. Whenever necessary, the Executive Board takes the most relevant topics for monitoring and deliberation by the BD. At the end of 2021, the body was composed of eight executive directors, four of which were statutory, with unified terms of three years and the possibility of reelection. All of them had proven academic training and practical experience acquired in courses and in the exercise of activities compatible with the delegated attributions. GRI 102-19 sustainability report 2021 < 45 > Intellectual and organizational capital#46eneva Continuous improvement ENTL EcoSSISTEMA DE INUVAÇÃ MENTA Ресто M.N < 46 > Ethics and integrity Both the Board of Directors and the advisory committees are evaluated considering aspects such as composition, structure and organization, dynamics, communication and information flow with the CEO and the Board of Executive Directors. In 2021, the analysis, promoted by the leadership consulting firm Spencer Stuart, included the CEO, members of the Board of Executive Directors and, collectively, the Board of Directors, based on individual interviews with its members. GRI 102-28 Also, in the year, improvement actions were taken, such as the reinforcement of the Audit Committee, which now has six members (previously five) and underwent external assessment and self-assessment, in line with the recommendation of its bylaws and the IBGC. All members of decision-making bodies are involved in improvement initiatives, such as discussions on economic, environmental and social issues relevant to business and relationships. Actions take place within the scope of strategic planning review meetings and meetings with external experts on ESG topics and their implications, such as conservation of the Amazon, development of CCUS and hydrogen projects. In 2021, informative meetings were also held to monitor the activities carried out in the context of sustainability. GRI 102-27 sustainability report 2021 We prioritize ethics in business management and adopt good practices in the relationship with customers, shareholders, employees, suppliers, service providers and public entities. These commitments are disseminated internally through initiatives such as the obligation for employees to formally declare knowledge of the content of documents, internal regulations and processes that are part of our Integrity Program. The Compliance area works in the same direction, reporting its annual work plan to the Audit Committee, which in turn reports to the Board of Directors, whenever necessary. The Compliance Committee complements the structure, whose task is to analyze and support the handling of queries and reports received by the Whistleblower Channel. Comprised of our CEO and employees from key areas, who provide support in compliance issues related to their attributions, the body thus brings together differentials to ensure assertiveness in investigations and in the monitoring of possible ethical deviations. Board of Directors and its Advisory Committees are evaluated considering aspects such as composition, structure and organization, dynamics, communication and flow of information with the CEO and the Board of Executive Officers Intellectual and organizational capital#47eneva Integrity Program GRI 103-1, 103-2, 103-3 - Ethics, integrity and prevention against corruption | 102-16 | EM-EP-510a Pillars of the Integrity Program Training and communicating Consultation Channel Compliance System Whistle- blowing Channel The Integrity Program guides mechanisms for promoting ethical conduct, which, internally, translates into guidance to employees regarding the prevention, detection and remediation of any illegal acts and/or in disagreement with our principles and values and with the legislation in force, such as Law 12846/2013 (Anti-Corruption). The program is supported by a series of regulations, such as the Code of Conduct (with constant training and guidelines displayed on boards in meeting rooms, in order to disseminate the determinations), Code of Conduct for Third Parties; Anti-Corruption, Human Rights (created in 2021) and Competition Protection Policies; and Guidelines on: a) Conflict of Interest, b) Gifts, Presents and Hospitality, c) Third-parties Relations, d) Interaction with the Government Authorities, and e) Equality, Opportunity and Respect. In 2021, this role was reinforced by the directive derived from the General Data Protection Law (LGPD) a topic that had already received internal attention and even motivated the creation, in 2020, of the Data Protection Committee, composed of employees from areas such as Procurement, Legal, Information Technology, Compliance and Governance. The LGPD Directive, approved by the Executive Board and supported by Law 13709, is reinforced by data protection regulations and clauses for operator and controller positions, and established in all our contracts. To engage our employees around the guidelines of the Integrity Program, we maintain an annual communication and training plan that includes, among other initiatives, lectures and campaigns - many of which are extended to third parties and suppliers, about ethical conduct, professional integrity, gifts and presents, whistleblowing channel, Anti-Corruption Law, among other related topics. Additionally, we maintain a Consultation Channel for employees to ask questions related to the application of the Code of Conduct and other internal regulations. Questions are answered by our Compliance team. Internal Controls Policies, guidelines and procedures Code of Conduct Risk Assessment NTION Management's Senior commitment DETECTION MONITORING Anticorruption clause management Conflict of interests Registration and meetings with government agencies Contractor Management Internal Audit Internal Investigation Compliance Commission sustainability report 2021 < 47 > Intellectual and organizational capital#48eneva Compliance GRI 102-16 | EM-EP-510a.2. M < 48 > Whistleblowing Channel Reports GRI 102-17 2019 2020 2021 Analyzed and considered to be well founded Analyzed and considered partially founded Analyzed and considered unfounded Analyzed and found not applicable to the channel Closed due to lack of information for analysis Total cases received in the year 6 9 7 7 15 15 16 17 11 6 1 1 5 4 5 40 46 39 In compliance with the provisions of the Brazilian Corporate Law (Law No. 6404/76) and the Brazilian Securities and Exchange Commission (CVM) related to conflicts of interest, transactions with related parties and their disclosure, we monitor and evaluate potential occurrences through the compliance system available on the intranet. The tool addresses topics such as family relationships, Politically Exposed Persons (PEPS), external activities, and judicial processes. Thus, any director or employee (with decision-making capacity) who has an effective or potential conflict of interest or is linked to a related party whose preponderant activities imply the existence, effective or potential, of a conflict of interest in relation to the matter to be examined by the Board, shall refrain from participating in the decision-making on the matter. Our internal regulations also determine that it is the duty of every employee to communicate situations of potential conflict of interest to the Compliance area. GRI 102-25 Still focused on integrity, all our donations and sponsorships are subject to due diligence. The Compliance area also evaluates the acceptance or not of any gifts and non-institutional gifts offered by customers and suppliers. Another means by which professionals and other stakeholders can forward narratives about ethical deviations is the Whistleblowing Channel. Anonymity and non-retaliation are guaranteed to the authors of the reports, which are evaluated by the Compliance area. In all cases considered well-founded, measures such as warning, verbal or written warning, suspension and dismissal are adopted in accordance with our Consequence Management Guideline. All reports must be evaluated within 60 days, in view of exceptional situations that due to their complexity may lead to longer deadlines for investigation. In 2021, we received 39 reports through the Whistleblowing Channel, 24 of which were internal and 15 from external third parties, investigated on average within 60 and 73 days, of which seven were considered well founded. GRI 102-17 Conflict of interest Misconduct Consultation Supplier favoritism Not applicable to the channel Theft or fraud sustainability report 2021 Whistleblowing Channel Reports, by category GRI 102-17 Category 2019 2020 2021 Moral harassment 18 13 20 Sexual harassment 2 0 0 0 0 0 3 3 1 5 2 0 2 0 1 1 1 0 1 1 3 Violation of Supplier Laws 8 12 9 Violation of Policies and Procedures 0 10 2 Other violations of the Code of Conduct Other 2 0 0 2 3 Total cases received in the year 40 46 39 Intellectual and organizational capital#49eneva In addition, to honor our commitment to combat any form of corruption, fraud, bribery, favoritism, influence peddling, extortion, money laundering and bribery in internal relations with suppliers, partners or public agents, we adopt policies and regulations widely disseminated internally and subject to constant training. All employees were informed of the guidelines of the Code of Conduct, Contractor Code of Conduct, Anti- Corruption Policy, Human Rights Policy, Public Power Interaction Policy, Competition Protection Policy, Guidelines for Gifts, Presents and Hospitality, and Guideline for Conflict of Interest. We also do not tolerate, permit, compact and do not conduct businesses involving any type of child labor, forced or analogous to slavery, sexual exploitation of children and adolescents and trafficking of human beings. Failure to comply with our guidelines will cause termination of any agreement or contract, as well as the exclusion of the third party from our supplier registration. GRI 205-2 There were also training sessions, carried out on an e-learning platform, addressing the Code of Conduct and the Anti-Corruption Policy. All employees, upon being hired, receive an email informing them of the mandatory nature of the training, a warning that is reinforced in their introduction lecture, given by the Compliance team. In December, on the International Anti- Corruption Day, we held an online lecture entitled "Eneva in Action in the Fight Against Corruption", when our Code of Conduct and our Anti-Corruption Policy were discussed. During four days, we also carried out training on Moral Harassment, with online lectures, later inserted into our Academy of Knowledge, with 13 short videos, to facilitate thematic consultation and improve learning. In 2021, we assessed the risks related to corruption globally, identifying as possible impacts the direct or indirect payment of bribes or kickbacks and the offering of an undue advantage to any public or political agent, in exchange for any undue benefit. Therefore, 100% of our operations have been evaluated for risks related to corruption. These risks, however, were classified as remote, due to the controls adopted. GRI 205-1 < 49 > Combating corruption, conduct and moral harassment were addressed throughout the year through the introduction of new employees, mandatory trainings, online lectures and the availability of 13 short videos in our Knowledge Academy Total number and percentage of employees and members of the governance body who received training in combating corruption GRI 205-2 Number of trained people 1094 972 Percentage of trained people 95% 89% 74% 909 2019 2020 2021 2019 2020 2021 sustainability report 2021 1 The basis used for the indicator differs from the indicator 102-8 data, because this indicator reports the number of effective employees on Dec. 31. The divergence occurs due to layoffs that occurred during the year. Intellectual and organizational capital#50eneva < 50 > Risk management GRI 102-11 | 102-15 | 102-29 | 102-30 | 102-31 Our risk management structure includes a set of regulations approved by the Board of Directors which is responsible for defining the internal level of risk taking, establishing the guidelines and responsibilities that must be respected by the entire working staff and ensuring the dissemination of the culture of risk management to which we are exposed, so that it is independent, objective and effective. All business-critical topics are included on the Board of Directors' agenda, including risk assessment where applicable, such as decision- making regarding potential M&A transactions, annual budgeting, marketing strategies, hedging proposals and debt and liquidity management, among others. Our Board of Directors thus analyzes economic, environmental and social topics with a minimum annual frequency and always facing decisions relevant to the business. In this sense, it is the attribution of the Risk Management to expose to the Statutory Audit Committee, the Finance Committee and the Board of Directors the consolidated view of the main business risks of the operations. This evaluation should also contain a diagnosis of the effectiveness of the key controls (prevention and mitigation) established and the execution of action plans that minimize risk. To reduce our exposure to risks, we seek to maintain operations under the periodic maintenance program of equipment, in addition to financial protection mechanisms such as insurance contracting and financial hedge. The Risk Management Policy is the base for management. The policy expresses principles, guidelines and responsibilities to ensure identification, assessment, treatment, monitoring and communication of risks to the BD. The idea, therefore, is to allow a reduction in the degree of uncertainty in achieving the objectives and in preserving the value and perpetuity of the business. In risk assessment, we consider potential impacts on the financial, health and safety dimensions, communities, environment and reputational dimensions. The methodology adopted in risk management is based on internationally accepted standards, such as the Enterprise Risk M Management (COSO-ERM) and ISO 31000 model, which include the concept of three Lines of Defense, being: First line - Represented by the managers in the business and support areas, who must ensure effective risk management within the scope of their direct organizational responsibilities. Second line - Represented by areas such as Health, Safety and Environment (HSE), Information Technology (IT), Risk Management and Governance and Compliance, which support the first line, acting in a consultative way for executive areas, but with independent evaluation and reporting on risk management and our control environment. Third line - Represented by the Internal Audit, which, through the Audit Committee, subsidizes the Board of Directors with independent opinions on the processes and effectiveness of internal controls. GROUPS OF MAIN RISKS Financial risks - Associated with finances, including market impacts, credit and liquidity in financial transactions. Considers the potential risk of financial loss and uncertainty about business (acquisition, disinvestment, loans, etc.). Strategic risks - Arising from the possibility of unsuccessful execution of the strategy, which compromises the achievement of intended returns. Operational risks - Include possibility of losses resulting from external events or failure, deficiency or inadequacy of internal processes, people and technological environment; legal risk, associated with inadequacy or deficiency in contracts entered into, as well as penalties for non-compliance with legal provisions and indemnification for damages to third parties arising from our activities. Regulatory risks - Result from the possibility of changes in the regulations and actions of regulatory bodies, at international or local levels, which can impose increasing competitive pressure and affect our ability to manage business efficiently. We also have means for managing catastrophic and tail risks, according to the Crisis Management Manual, and carry out periodic simulations, involving our Crisis Commission and other key professionals of the company. sustainability report 2021 Intellectual and organizational capital#51eneva < 51 > Reputarion Score In 2021, we also conducted our first reputation study, in partnership with The Rep Trak Company - a reference institution on the subject, with 20 years of experience in more than 60 countries. For the diagnosis, 647 respondents from different institutional publics of the company (customers, business partners, investors, public sector interlocutors, employees, among others) were interviewed. As a result, we obtained a reputation score of 89.7 (on a scale of 100 points), an index considered excellent by Rep Trak. The positive evaluation shows consonance between emotional bond, rational evaluation and willingness to support the company. In 2022, based on the results obtained, we structured a working group for reputation management. Performance Reputation drivers score (0-100) Citizenship 87.6 Leadership 86.7 Governance 89.5 89,7 Excelent Working environment 84.6 91.2 Products and services 87.6 Innovation 86.3 Climate risks and opportunities GRI 103-1, 103,2, 103,3-Estratégia climática | GRI 201-2 In 2021, through a specialized consulting, we conducted work to survey risks and opportunities related to climate change. The steps included mapping and qualitative and quantitative analysis/modeling of physical risks, related to temperature increase, water scarcity and extreme climatic events, qualitative mapping of transition risks - regulatory, technological, market and reputational, in line with the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD). As a result, the effects of climate change in the regions in which we actively operate, were qualitatively evaluated, including analysis of climate trends for the 2030 and 2050 horizons; than a matrix of physical and transition risks was developed for our assets These risks were included in the corporate risk matrix and in the overall risk management process. This is due to the theme imposing new challenges on us, such as more restrictive regulations, which can result in unforeseen costs for GHG emission reduction and a possible carbon pricing, which could limit GHG emissions, with potential increase in our operating costs. Risks associated with climate change can also materialize in the difficulty of access to capital, due to the issues of investment policy of the sector and the change of the Brazilian energy matrix, with the reduction of incentives and auctions for fossil fuel sources. These factors can have negative impacts on our business and may burden or even hinder the implementation and operation of enterprises, impacting our operating and financial results and limiting some of our growth opportunities. In terms of physical risks, a possible water shortage can also impact our operations, with potential increased operating costs. sustainability report 2021 Intellectual and organizational capital#52eneva sustainability report 2021 manufactured capital < 52 > manufactured capital#53eneva Operational performance The year 2021 once again demonstrated the operational safety and integrity of our assets, with high generation dispatch due to the water crisis experienced in the period, the declaration of commerciality of Campo Gavião Belo and increases in the volume of gas reserves, attested in Certification of Reserves and Contingent Resources. At the end of the period, we had contracted installed capacity of 3.1 GW, 71% of which in "Azulão and Jaguatirica are symbols of our mission and emblematic projects, through which we offer socio-economic development for communities and safe energy." Lino Cançado, Director of operations < 53 > Installed capacity broken down by primary energy source and regulatory regime (MW) EUT Operations contracted mostly in the - Regulated Contracting Envi-ronment (ACR) Assets 2019 2020 2021 Itaqui 360 360 360 Coal Pecém II 365 365 365 Parnaíba | TPP 676 676 676 Parnaíba II TPP 519 519 519 Parnaíba III TPP 178 178 178 Parnaíba V TPP (Non-operational) 385 385 385 Parnaíba VI TPP (Non-operational) 92 92 92 Jaguatirica II TPP (Non-operational) Azulão TPP (Non-operational) 141 141 141 295 Total 2,716 2,716 3,011 Assets 2019 2020 2021 Gas operation. Gross energy generation in the regulated market was 10,633,488 MWh, 51.13% more than in 2020. Since our creation, mainly due to the scenario of a decline in hydroelectric generation, with the worst drought in 91 years, according to the National Electric System Operator (ONS), we have recorded a record in energy generation. The average dispatch of our gas-fired thermoelectric generation assets was 77% and, in coal plants, 64%, which represents an average consolidated dispatch of 72%. Operations contracted mostly in the Free Contracting Environ-ment (ACL) Gas Renewables Total sustainability report 2021 Parnaíba IV TPP 56 56 56 Tauá 1 1 1 57 57 57 manufactured capital#54eneva Energy generated by source and regulatory regime (MWh) EU2 Operations mainly contracted in the regulated market - Regulated Contracting Environment (ACR) Assets Coal Gas Total < 54 > 2019 2020 2021 Itaqui Pecém II 1,427,318 1,103,489 1,760,869 1,022,483 1,003,887 2,045,825 Parnaíba | TPP 2,536,550 1,630,001 3,210,905 Parnaíba II TPP 2,744,383 3,053,404 2,781,986 Parnaíba III TPP 382,015 244,803 833,904 8,112,749 7,035,584 10,633,489 Operations contracted mostly on the Free Market - Free Contract-ing Environment (ACL) Assets Coal Gas 2019 2020 2021 Itaqui 15,092 11,672 7,173 Pecém II 612,863 9,400 319 Parnaíba | TPP 7,556 536,491 953,726 Parnaíba II TPP 3,986 82,700 161,772 Parnaíba III TPP 11,433 132,040 201,204 Parnaíba IV TPP 202,017 171,206 316,113 1,532 1,512 1,505 854,479 945,021 1,641,812 Renewables Tauá Total Complexo Parnaíba a noite, MA sustainability report 2021 manufactured capital#55eneva In addition to high dispatch, our generating units have registered quality efficiency indices, in line with or above the market, whose reference intervals are from 33.5% to 44.0% for simple cycles and from 51.6% to 64.3 % for combined cycles in natural gas generation. In coal-fired generation, the market ranges are 32.1% to 33.8%. M Plant efficiency, by source and by major regulatory system' EU11 Eficiência ACR 2019 2020 2021 Efficiency ACR 35.4 35.6 36.4 Itaqui (imported mineral coal) 36.6 36.5 36.9 Pecém II (imported mineral coal) 35.5 35.8 34.9 Parnaíba I (natural gas - simple cycle) 54.4 54.1 54.0 Parnaíba II (natural gas - combined cycle) 35.3 36.3 36.2 Parnaíba III (natural gas - simple cycle) 2019 2020 2021 Efficiency ACL Efficiency 41.7 42.8 42.0 Efficiency is calculated as follows: Efficiency = 3600/net heat rate. sustainability report 2021 M < 55 > manufactured capital#56eneva Assets Jaguatirica II TPP 141 MW Our assets are distributed Solimões Basin AM throughout Brazil, as shown in the figure below: Juruá field sustainability report 2021 Amazonas Basin one field of natural gas (Azulão) RR < 56 > Parnaíba Complex 1,4 GW Parnaíba | TPP Parnaíba II TPP Parnaíba III TPP Parnaíba IV TPP Parnaíba V TPP MA CE Parnaíba VI TPP RN BA UTE Azulão 295 MW GO MG MS RJ SP Natural gas plants Coal plants E&P assets Administrative office Solar plant Wind project Paraná Basin four exploratory blocks RS Itaqui TPP 360 MW Pecém II 365 MW Santo Expedito 330 MW (developing) Parnaíba Basin ten fields of natural gas Tauá Tauá | 1MW Tauá II 64MW (developing) Futura Futura I PV 670 MW (developing) Futura II PV Futura III PV RJ Headquarters manufactured capital#57eneva Upstream <57 > In 2021, our production fields, in the Parnaíba and Amazonas basins, had certified reserves (2P) of 36.6 billion cubic meters (bcm), an increase of 15% compared to 2020. We held concession contracts for the exploration and production of hydrocarbons for a total area of 64.8 thousand square kilometers. During the year, the Fortuna accumulation (Campo Gavião Belo) in Maranhão was declared commercially viable, with an estimated Pmean volume of gas-in-place of 6.78 bcm. Other innovations were the start and completion of the Gavião Preto gas pipeline work, which will start production in 2022 and required investments of R$ 300 million, and a new campaign to drill wells in the Parnaíba Basin, to which we direct resources of the order of R$ 100 million. At the end of the period, 5.6 bcm and 1.28 bcm of gas (2P) were incorporated in the Parnaíba and Amazonas basins, respectively, according to the results of the Audit for Reserves and Resources of Eneva fields, areas and blocks in the Parnaíba, Amazonas and Solimões Basins, carried out by the independent consultancy Gaffney, Cline & Associates, Inc. The main incorporations of reserves (2P) were: Parnaíba Basin: Gavião Belo Field (+5.723 bcm), discovered by exploratory wells 1-ENV-15-MA and 3-ENV17D-MA in 2020, with declaration of commerciality in February 2021 and development plan delivered in August 2020. In 2021, we drilled the delimitation/development well 7-GVBL-1D-MA and in 2022, the other five wells foreseen in the development plan will be drilled. Amazon Basin: Azulão Field (+1.282 bcm), which already had three producing wells (7-AZU-2D-AM, 7-AZU-3-AM, 7-AZU-4D-AM), plus one more (7-AZU-5D-AM), drilled in 2021 for delimitation/ development, with the consequent extension of the field and incorporation of reserves. In addition, in the Paraná Basin, there are plans to acquire 2D seismic data from 2,000 to 3,000 km for 2023-2024 and to start drilling exploratory wells in 2025. As for natural gas from the Juruá Field, in the Solimões Basin, heart of the Amazon, in 2021 we studied alternatives to natural gas. Acquired in 2021, Solimões has six wells, four of which are ready to produce with a capacity of 2 million m3/day. The monetization of this asset is in the evaluation phase of logistical and operational challenges for the production and availability of the natural asset to the electricity sector. Aereal view of Azulão, Itapiranga, AM Effective production in 2021 was 2.12 bcm of natural gas, a volume 57% higher than that produced in 2020 (1.35 bcm of natural gas), due to the greater dispatch of our PTTs to guarantee the safety of the SIN during the water crisis, which consolidates us as the largest private natural gas operator in Brazil. Our natural gas production capacity was 8.4 million m³ per day at the end of the period. Evolution of Certified Reserves (2P) in 2021 Certified Reserves Composition Certified Reserves in 12/31/2020 Gas Reserves - Parnaiba Basin (100% WI) (Bm3) 25.976 Gas Reserves - Amazonas Basin (100% WI) (Bm3) 5.851 Incorporated Reserves (01/01/2021 +5.600 +1.282 - 12/31/2021) Production (01/01/2021 (2.122) (0.024) - 12/31/2021) Certified Reserves in 29.454 7.109 12/31/2021 sustainability report 2021 manufactured capital#58eneva Parnaíba Complex < 58 > We maintain in Santo Antônio dos Lopes, Maranhão, the Parnaíba Complex, composed of the thermal power plants of natural gas generation Parnaíba I, Parnaíba II, Parnaíba III and Parnaíba IV, in addition to two projects under development: Parnaíba V and Parnaíba VI. In total, the contracted capacity is 1.9 GW, of which 1.4 GW is already in operation, and the generated energy is sent entirety to the SIN, in the North subsystem, within the ACR. The complex is one of the largest thermal parks of natural gas power generation in Brazil and a pioneer in the use of the integrated Reservoir-to- Wire model. With gas produced in fields located around the plants, which allows reduction of costs and losses in the transportation of fuel, the energy generated has more competitive prices and lower environmental impact. In 2021, we completed the heavy works of Parnaíba V, with the completion of the Backfeed Qde SE 500 KV, the commissioning of a Water Treatment Plant, hydrostatic tests completed and in the process of cleaning and pre-operational tests in boilers and turbine mounted and in the connection phase of pipes. Thus, Parnaíba V entered its instrumentation and control phase, commissioning begins in 2022 and the start of commercialization of its 385 MW of energy is scheduled for August 2022 Parnaíba Complex and Transmission Line Substation in Santo Antônio dos Lopes, MA In Parnaíba VI, we signed contracts in 2021 with the turbine manufacturer and the executor of the works. Construction will begin in 2022, with commercial operation scheduled for 2024 and, at CCR, in 2025. Parnaíba VI will represent the cycle closure of Parnaíba III, with 92.5 MW added to the Parnaíba Complex. Parnaíba II recorded an operational incident in a turbine and operated, for 30 days, with half its capacity. After the necessary adjustments, the plant returned to normal levels of generation capacity. Parnaíba Complex Assets PARNAÍBA I Capacity: 676 MW Maximum gas consumption: 4.6 MM m3/day Contract expiration: Dec-2027 Availability: 95% PARNAÍBA II Capacity: 519 MW Maximum gas consumption: 2.3 MM m3/day Contract expiration: Apr-2036 Availability: 73% PARNAÍBA III Capacity: 178 MW Maximum gas consumption: 1.2 MM m³/day Contract expiration: Dec-2027 Availability: 97% PARNAÍBA IV Capacity: 56 MW Maximum gas consumption: 0.3 MM m3/day Contract expiration: Merchant Availability: 82% PARNAÍBA V* Capacity: 385 MW Contract expiration: Dec-2048 PARNAÍBA VI* Capacity: 92 MW Contract expiration: Dec-2049 *Assets in deployment at the end of 2021 sustainability report 2021 manufactured capital#59eneva Upstream + narural gas Azulão 2021 Highlights 24 million m³ of natural gas produced. < 59 > Azulão-Jaguatirica Integrated Project Due to delays caused by the Covid-19 pandemic, Jaguatirica II TPP started commercial operation in February 2022, using as an input the natural gas produced and liquefied in the Azulão field, Amazonas, which has 2P reserves of 5.9 billion m³ (bcm) certified by Gaffney, Cline & Associates. The TPP is installed in the municipality of Boa Vista, in Roraima, and has an installed capacity of 142 MW - enough to meet 70% of the state's demand in an isolated system that has been supplied by diesel and fuel oil generation systems over the last few years. As the region lacks gas pipelines and transmission line connected to the SIN, Azulão gas is liquefied and transported by road modal to Boa Vista, using the logistics network itself employed for road transportation. Thus, Jaguatirica II should displace a significant part of the diesel oil generation that supplied Roraima, allowing a reduction of approximately 35% in carbon emissions and 99% of NOx from the isolated system of Boa Vista and adjacent locations. Another differential is the fact that Jaguatirica II TPP is the first in Brazil with Air Cooled Condenser (acc) technology for cooling the Azulão, Itapiranga, AM water-steam cycle. In the process, hot air cooling occurs with thermal exchanges with atmospheric air through fans, without significant water consumption. The integrated project is an example of our capacity to contribute to energy security, industrial development and the minimization of environmental impacts in regions not yet connected to the SIN, from the energy transition promoted with the use of natural gas to replace more polluting fossil fuels. In this sense, after leaving winners of the auction promoted by ANEEL for commercialization of capacity reserve, we will build Azulão TPP, gas powered, in the municipality of Silves, Amazonas, replicating the Model R2W. With an installed capacity of 295 MW and investments of R$ 1.3 billion, the new plant is expected to begin construction in the second half of 2022, with delivery scheduled for the second half of 2026. MW average self-generation of for LNG production. 16,700 m³ 18.7 MV of LNG sent to Jaguatirica II TPP, in 424 cryogenic trucks. Revenue of R$ 3.4 million with the commercialization of 1,000 m³ of condensate. Plant operating with 74 employees (43% of labor in the regions of Silves and Itapiranga). 25 people from the region have completed Operator Training courses that we offer. sustainability report 2021 manufactured capital#60eneva < 60 > Coal generating assets According to the EPE's Ten-Year Expansion Plan, coal-based plants will continue to play an important role in the safety of the national energy matrix, with dispatchable power to support the expansion of renewable sources, although they have a higher level of emissions and consequent environmental impact. In this context, we act to ensure national energy security with the continuity of the operations of two coal plants, Itaqui (360 MW) and Pecém II (365 MW), in order to achieve maximum efficiency with the lowest possible environmental impact, fully meeting the contracts in force in the ACR (Itaqui until 2026 and Pecém II until 2027) and playing a fundamental role for the energy supply of the North and Northeast. Although we have committed ourselves to no longer invest in new coal-generating assets, we will continue to carry out operations on these assets with a focus on operational and environmental excellence during the term of the ACR contracts. The Itaqui TPP, which is our first venture in the State of Maranhão, is strategically located, just 5 kilometers from the Itaqui port, facilitating the receipt of imported coal for power generation. The Pecém II TPP is located at São Gonçalo do Amarante, in the Pecém Thermoelectric Complex, in the State of Ceará. The asset uses the Port of Pecém to receive the coal used in the generation of electricity. As differentials, the two plants have subcritical boilers and use clean coal burning technology (Clean Coal Technology), in addition to having an automatic fault detection system in coal conveyor belts (inspection of 3 to 4 meters per second) through the use of drones, which brings operational efficiency gain and mitigation of the risk of coal conveyor stop. The track system also forms a tunnel, preventing the dispersion of particulates due to wind, or by the movement itself, throughout the entire route. In Itaqui, we also adopted control to minimize particulate emissions in coal piles, through the application of a polymeric material that creates a kind of film and reduces the risk of coal retaining moisture and thus losing efficiency. With this highlight, itaqui's coal unloading system has been certified since 2020 at ISO 14001, which attests to the minimization of the environmental impact of the process. In 2021, the two assets recorded consolidated operating results, with better availability, efficiency and CO2 emissions than world benchmarks, especially in the best quartile among other global coal plants. Availability Efficiency (%, NHR) (%, 12 months) 34.1% 34.4% 78% 35.4% 96% 2017 81% 2018 36.3% 91% 32.2% 34.1% 35.4% 2018 96% 36.6% 2019 99% 2019 81% 32.1% 33.8% 35.6% 36.5% 97% 2020 2020 98% 32.1% 33.8% 36.4% 74% 36.5% 2021 98% 2021 Itaqui Pecém II Major Overhaul* Benchmark (Uniper) Source: Benchmark Uniper: Uniper. Sustainability report. 2020 *Major Overhaul, consists of the total unavailability of the Plant to carry out preventive maintenance activities on the main assets of the plant, the total opening of the turbine and generator after approximately 45,000 hours of operation of these assets ITAQUI Capacity: 360 MW Availability: 74,2% Contract expiration: 2026 Itaqui Pecém II Benchmark (US) Benchmark (UK) Source: Benchmark (US): US Energy Information Administration. 2020. Average emissions for 100 U.S. coal plants that used subbituminous coal in 2020. PECÉM II Capacity: 365 MW Availability: 98,2% Contract expiration: 2027 sustainability report 2021 manufactured capital#61eneva Assets integrity M EU6 Audit < 61 > We maintain a robust Operational Safety Management System for all our generation and natural gas exploration & production (E&P) assets, with procedures to define requirements to identify, manage and control operational risks. To ensure the integrity and efficiency of these assets, the process generates action plans, whose effectiveness is considered as a goal of managers performance. Thus, we identify and analyze operational risks of the units in their various phases, from the project, through construction, installation and deactivation, considering the use of the most appropriate technique for the stage of the asset life-cycle. Annually, maintenance and preventive and corrective inspections are also carried out, prioritizing critical systems and equipment, with risk management through analysis for permanent and temporary changes. This includes, if necessary, the temporary deactivation of any system/equipment that could compromise the integrity of the operating unit. In 2021, 27 risk studies were conducted, led by our HSE team; and 1,334 risk analysis processes for temporary decommissioning of critical equipment or systems. Our leadership plays a key role in ensuring the security and integrity of assets and operations. For this, it acts directly in the field, using tools such as Procedure Compliance Verification (PCV), which examines the adherence of the workforce to critical procedures - there were 207 PCVs in 2021, resulting in 227 improvement actions, 179 already completed in the year. There is also the Leadership Field Inspection to verify the integrity of the facilities. In addition, operational risks are analyzed and managed, as well as they should be considered by our business partners for risk study. All the recommendations of these studies are registered in our computerized HSE system and managed through this same tool. In addition, all our operating units have a specific risk study. EM-EP-540a.2. Х In addition to the maintenance and audits promoted internally, our assets are evaluated by a third party to ensure the continuity of operations safely and efficiently. Natural gas E&P units are also audited by the ANP every two years, always with levels of non-conformities below the industry average. Audit Results ANP Average Non-Conformity per audit in the industry Frequent audits are also an opportunity for constant improvements, enabling a reduction in both the number and severity of non-conformities. 13.32 12.0 10.87 Average li li 8.0 6.87 6.14 2.0 0.0 Non-Conformity per audit in Eneva 2017 2019 2021 2015 ANP values adjusted according to the latest Annual Operational Safety Report released in April 2022. We maintain a history of non-compliance levels by the ANP, below the industry average. In 2021, it was 67% lower than average. sustainability report 2021 manufactured capital#62eneva Trading With the acquisition of Focus and its pipeline of solar energy projects, our Trading area, which already offered integrated energy solutions from different generations sources in contracts originating from third-party and company owned plants, acquired another prominent role. In addition to the expansion of assets, the customer base and the diversification of energy sources and business models, we consider new market trends and regulatory changes that are making the commercialization of gas and energy in the Free Market an increasingly relevant activity, in which each client will be able to choose its energy supply. Our Trading will thus feature a larger and more balanced free customer base. We will unite our experience in the Regulated Contracting Environment (ACR) and in long-term contracts with the expertise of Focus, specializing in medium-term contracts in the Free Contracting Environment (FTA). Our offer to customers results from a combination of sources that minimize socio- environmental impacts of power generation, with security of supply. We offer complete energy solutions - whether it's electricity in an isolated system, customized solutions for industrial processes or even converting heavy equipment for river and land transportation solutions. To this end, we map business opportunities throughout the national territory. In the North and Northeast regions, where we already have operations, we intend to use our logistics advantage to commercialize natural gas in locations not connected to the gas pipeline network, replicating the model of Jaguatirica II, in which the supply occurs through LNG, with delivery by road modal. In this model, we will seek to replace liquid fuels, more polluting, with natural gas, promoting the decarbonization of the region. Construction of Futura I photovoltaic plant with 670 MW. Juazeiro, BA "In 2021 we invested in the diversification of our portfolio, in line with current demands in our sector, leveraged by strategic guidelines for consistent and perennial growth. We strengthened our look at the customer and to commercializing energy solutions" Marcelo Cruz Lopes, Director of Marketing, Energy and Gas Commercialization, and New Business Development sustainability report 2021 < 62 > manufactured capital#63eneva Access to energy GRI 103-1, 103-2, 103-3 - Energy security and contribution to access to energy | EU6 Energy security is a relevant theme both for our growth and for the maintenance of existing assets (including the possibility of re-contracting existing plants), which is why public policies can directly impact our business. We aim to contribute to the expansion of a liquid and competitive energy market, discussing and aligning together with government and sectoral entities, government decisions and access (regulated or free) to the energy market. This is because, although the formulation of public policies in the energy sector is the responsibility of the government, there is high support from economic agents and civil society. Thus, we participate in consultations and public hearings promoted by the Ministry of Mines and Energy, the National Agency of Petroleum, Natural Gas and Biofuels and the National Electric Energy Agency, among others. We also promote meetings and discussion forums with sectoral entities, economic agents of our sector and other government agencies, in all instances (Union, State and Municipality), which allows the address of critical issues of common interest to the rest of the industry. The Legislative Power, in all instances, is also involved in the positive construction of themes in the energy sector, which include: debate of changes in regulatory standards sensitive to our business, construction of common actions with other stakeholders to constitute a cohesive and reasonable industrial position in the defense of national energy security objectives, and contribution to the population's access to energy at competitive prices. We frequently monitor public and regulatory policy goals, in addition to conducting compliance analyses, aware that various conjunctures can influence the construction of the energy security debate, such as exchanges of administration leaders; renewal of the Congress; election period, etc. In addition, to ensure the availability and reliability of the electricity supply in the short and long terms, we have adopted the following measures: Maintenance Master Plan: with defined maintenance policies and guidelines that guide our Asset Management. Through tools to evaluate equipment criticality, definition and programming of maintenance plans, with defined periodicity and frequency, we execute and monitor specific KPIs. Maintenance Management Systems (SAP PM): with plans and maintenance inspections registrations. Encompasses execution and reporting of monitoring in maintenance performance, control of occurrences and system of release and approval of services performed in the field. Operational Intelligence/Process Monitoring Systems: to ensure operational performance/ efficiency. Integrated Monitoring Center (IMC): operational intelligence system monitoring data in accordance with the equipment and systems designed data, informing deviations and inefficiencies. OSI PI and System 1: systems for real-time data acquisition and processing, where dashboards are built with specific algorithms, monitoring processes and allowing remote access for analysis. SysOp: company owned system for ensuring operational records and fidelity in the information of internal routines. Safety and operation compliance: all operational interventions and maneuvers are conducted through specific procedures that standardize the operation of the facilities. Operational training sustainability report 2021 manufactured capital 63 System#64eneva sustainability report 2021 human capital <64 > human capital#65eneva Employees Our employees are our greatest asset, essential to the performance of our businesses and the achievement of our strategy, which includes ESG criteria and the construction of an agile organization that is up to the challenges. This is why we make continuous investments in training, as well as in consolidating a safe, diverse and inclusive work environment. In 2021, with the Covid-19 pandemic still raging, we provided all the necessary care to preserve the health of all those who directly and indirectly contribute to our business. In this period, we had already learned the lessons of 2020 and focused our efforts on prevention, with weekly and mass testing of employees, maintaining distance and rotating the teams. We kept the maximum capacity of the employees at the sites to 50%, considering the functions that did not require face-to-face work. We also continued to carefully monitor all cases of Covid-19 contamination, testing all employees to prevent the spread of the virus in the workplace, as well as monitoring the evolution of vaccination rates. By the end of 2021, 94.3% of our labor force had already been given a first vaccine dose, 92.2% the second and 27.4% a booster. Our HR business partners also were trained to provide the necessary support to employees in the context of the pandemic, addressing not only physical but also mental health issues, through diligent and individualized care. Furthermore, aware of the relevance of the contribution of our teams, the year was again one of listening to them. We ran a new organizational climate survey, with a view to continuous improvement. We had a 94% respondent rate, considered a very high percentage. According to the market benchmark, this rate placed us in a P90 classification; that is, we are among 10% of the companies with the most respondents to the survey, thus contributing to an increasingly better organizational climate. We also maintained our Open Conversation with the Executive Board, addressing the progress of our strategic planning and, respecting the measures to prevent Covid- 19, we resumed some of our in-person activities. This included a breakfast with Pedro Zinner, our CEO, and the other officers, designed to address a wide range of topics and opportunities for improving the organization. The year was also notable for the consolidation of our trainee program, launched in 2020, with allocation of participants, after rotation, in our new strategic projects. Technical internships in the plants continued to be filled, prioritizing local manpower. The Parnaíba Complex, for example, received another group of trainees: 13 students, aged 20 to 26, six women and seven men, students of Electromechanical and Oil & Gas technical courses, and residents of cities close to the project, such as Capinzal do Norte, Dom Pedro, Lima Campos, Pedreiras, Santo Antônio dos Lopes, and Trizidela do Vale, participated. We also registered advances in the Be + Eneva platform that aims to value employee integration, efforts and contributions. It features a point rewards program, for participation in training courses; compliance, ethics, and mental health campaigns; referrals of new employees to job vacancies; and answers to quizzes on relevant subjects. In 2020, we launched the platform with 461 users and, throughout 2021, we attracted 615 more engaged employees, with a total of 1,076 people registered at the end of the period. "We are building an increasingly agile, diverse and inclusive organization, able to face challenges and generate value for employees, business partners and communities in the environs of our operations." Anita Baggio Barreto, Director of people, ESG, health & safety, social responsibility, communication and culture CA 40th RISICO'S sustainability report 2021 human capital 65>#66eneva Key Deliverables 2021 15 new Personnel KPIs developed Review of Employee Induction programs Quarterly Workforce Planning Meetings (status KPIs, short term recruitment forecast and career/succession drivers) Workforce Planning sustainability report 2021 Implementation of a new Long Term Incentive - Matching Shares 1,010 evaluated in the 2021 Performance and Career Evaluation Cycle (83% of total employees) + 21,000 applications for selection processes Implementation of the Partnership (21 new Eneva partners) < 66 > Succession Planning (113 successors mapped/74 critical positions) Training of +23 multipliers that will support the Development Tracks 163 Promotions 176 Dismissals 483 Merits 6 participations in compensation and benefits surveys, with the objective of seeking benchmarks in processes and new practices Market study on best practices in Executive Compensation, compared to the current scenario Attraction and Selection Quality of Life, Culture and Organizational Climate Career and Succession Assessment 318 admissions on the "Welcome" platform, redesigned after reviewing the entire Onboarding process 7 New Benefits implemented 90+ courses available in the Knowledge Academy Development Movement 5.5 hours of training per person, via Knowledge Academy (internal training platform) 93% completion of Individual Development Plans (IDP) Review of the Compensation Policy Living Well Program (+400 hours per month) Availability of the Educational Incentive for 62 employees 2nd year of the Trainee Program (24 trainees), now dedicated to the development of specific projects ■ Employee journey ■Continuous improvement ■ Automation + Operational Efficiency ■Guidelines and Processes human capital =#67eneva Number of own employees, by type of employment contract and gender¹ GRI 102-8 Gender and employment contract Profile of the teams GRI 102-8401-1 Men Women Total 2019 2020 2021 < 67 > Permanent Temporary Total Permanent Temporary Total Permanent Temporary Total 709 9 718 778 57 835 883 25 908 185 4 189 206 26 232 244 13 257 894 13 907 984 83 1,067 1,127 38 1,165 1. To calculate the total number of employees, the employees with the CLT indefinite term, CLT fixed term and PWD. Also includes Statutory Officers. Number of own employees, by type of employment contract and region' GRI 102-8 Region 2019 2020 At the end of 2021, our staff was made up of 1,165 own employees, 78% men and 22% women - 267 people were hired, while 170 employees left the company. The rate of new hires was 22.7% for men and 23.7% for women (turnover rate of 18.6% and 19.5%, respectively). As for the type of contract, 1,127 were contracted for an indefinite term (permanent), while 38 were contracted for a fixed term (temporary). As far as location is concerned, most are concentrated in the Northeast Region (58%), followed by the Southeast and North (31% and 11% respectively). All employees work full time, with the exception of apprentices and trainees. In the year, we also had 4,561 outsourced workers in our operations. North Region Northeast Region sustainability report 2021 2021 Permanent Temporary Total Permanent Temporary Total Permanent Temporary Total 2 1 3 53 44 97 129 3 132 609 3 612 629 9 638 662 9 671 Center-West Region 0 0 0 0 0 0 0 0 0 Southeast Region 283 9 292 302 30 332 336 26 362 South Region 0 0 0 0 0 0 0 0 0 Total 894 13 907 984 83 1,067 1,127 38 1,165 1. To calculate the total number of employees, the employees with the CLT indefinite term, CLT fixed term and PWD. Also includes Statutory Officers. For distribution per region, the employee's workplace in December of each respective year was considered. human capital#68eneva Number of employees per job category 1 GRI 102-8 Job category 2019 2020 2021 Officers (including CEO) 11 10 13 Managerial 58 69 80 Specialists 60 63 93 Coordination 50 50 53 Administrative 260 306 307 Trainees 0 25 24 Operacional 468 544 595 Total¹ 907 1,067 1,165 To calculate the total number of employees, the employees with the CLT indefinite term, CLT fixed term and PWD. Also includes Statutory Officers. The employee classification for the functional category of "Operational" includes positions of Supervisors, Operators, and Technicians. Other employees (apprentices and trainees) GRI 102-8 Job category Apprentices Interns Total 1,165 employees in 2021 sustainability report 2021 2019 2020 2021 17 7 8 26 31 51 43 38 59 See in the Annexes employee data by employment type and gender, turnover information, and outsourced workers by region < 68 > human capital#69eneva < 69 > 12 Diversity GRI 405-1 We believe in the value and contributions of a diverse and inclusive work environment, which is why we seek to hire local labor and other minorities and consider gender in promotions and merit. In 2021, our workforce was represented by 78% men and 22% women, of which 48% declared themselves white, 40% brown, and 6% black. In 2021, the company reached 21% women in leadership positions, including the hiring of a woman to fill an important position on Eneva's executive board. By gender in 2021, of the total promotions by gender, 10% of the women and 8% of the men were contemplated. During the year, through discussions and engagement with our Executive Board, we made progress regarding our inclusion of People with Disabilities guideline (PWD), launching it at the beginning of 2022 as a first step in the development of other regulations to encourage diversity among our teams. Regarding the attraction process, we have encouraged engagement with different groups of people to apply for our vacancies, aiming at creating a more dynamic, creative and inclusive working environment for all our colleagues. Our PwD Talent Bank remained active on our careers page on our LinkedIn page, reaching more than 300 applications with the potential to be considered for our vacancies. In addition, in selecting people, we have developed an increasingly accurate understanding between managers and the Personnel team about how to reduce biases and obtain finalist candidates with the most diverse profiles possible for each opening. The theme was also considered in our organizational climate survey for the action plans focused on continuous improvement and in conversations with senior management. Furthermore, we ran a broad campaign to raise awareness about our current situation and reinforce our total repudiation of any kind of prejudice and discrimination, as formally determined by our Code of Ethics. All these actions are part of our structuring initiatives designed to build a robust Diversity Program. We also sought more inclusive communication, inserting on our site a virtual Brazilian Sign Language translator, Maya (just click on the blue button on the right side of site, and Maya will offer the necessary support for the hearing impaired). In addition, we include in all our social network publications the #Pra Todos Verem hashtag, a technological alternative that describes all the content, hence making it more accessible to all users with visual impairments. 21% of women in leadership positions, including on the executive board 10% of women and 8% of men were contemplated in the total promotions by gender 46% self-declared brown and black people in our workforce Check the Annexes for our other diversity indicators sustainability report 2021 human capital#70eneva < 70 > Training and qualification M EU14 Employees also have courses available through educational partnerships, such as, for instance, to improve their English. For this, we have an agreement with the Voxy onlinecourse, which uses Artificial Intelligence to suggest content according to each student's interests, identifies the skills that need to be improved and suggests exercises. Attributes and skills of Eneva leader Attributes INSPIRATIONAL We build the future and share a single vision Associated skills > Assertive Communication > Influence > Emotional Intelligence Our training programs are designed and offered according to labor development demands, based on the profiles and competencies that will be required in our projects and for the achievement of our strategic guidelines. We also evaluated the leadership development and succession needs of critical positions for the business and, in 2021, taking into account cultural and competence alignment, we defined the attributes for an internal leadership model. Based on this definition, in 2022 we launched the Leadership Academy, offering training and programs related to management, empathy and the listening process, among others, for training in the necessary competencies. We also improved our Knowledge Academy, a website that offers more than 90 training programs on various topics in a single place, both soft and hard skills. The Development Trail now is on the platform, featuring training for specific fields, such as O&M and Supplies. We also have internal multipliers - some 45 professionals from distinct areas in 2021 who contributed to the creation of 15 courses, available through the Knowledge Academy. In line with the ESG agenda, we also included three specific course contents on the site: How to understand and take action in relation to global objectives; Development of an integrated Health, Environment and Climate strategy; and the Fight against Corruption. Our goal is to map our business needs to develop new learning paths. The training demands are also gathered from the Individual Development Plans (PDIs) prepared by the employees themselves (93% completed their PDIs in 2021), using a simple and intuitive tool. Through the IDP, employees formalize their interests in terms of professional growth and can schedule career conversations with the Human Resources area. Due to its relevance, we offer a course, called Building your PDI, and inserted it in the Knowledge Academy, including practical tips for preparing each individual's plan. Some 99% of the employees eligible for the evaluation reported they received feedback from their manager and 98% stated that the feedback was useful for their career development. TRAINEE PROGRAM In 2021, our first Trainee Program class continued its development journey. After the initial period of job rotation in several areas of the company, each trainee was assigned and dedicated to a specific project, backed by full training in Project Management and follow-up sessions to support these deliveries. LOCAL MANPOWER DEVELOPMENT Also in line with our commitment to the development and absorption of local labor, in 2022 we organized a new edition of the New Operator Qualification Program at Pecém II. A total of 588 persons registered (89% men and 11% women) and 20 were trained (18 men and two women) in partnership with Senai. The top five were hired to fill technical trainee vacancies. MOBILIZERS We delight our clients, impact society positively and build partnerships AUTHENTIC We value our people, our greatest asset. We stick to our agreements and honor our word DISRUPTIVE We are nonconformists, purposeful and agile > Teamwork > Change Management > Empathy > Personnel Management > Transparency > Performance Management > Problem solving > Agility > Decision Making sustainability report 2021 human capital#71eneva Remuneration and benefits GRI 102-35 102-36 | 202-1 | 401-2 | 401-3 The Compensation Policy establishes remuneration based on the responsibilities and attributions of the job positions, aiming to provide compensation that is competitive with the market, attracting and retaining highly qualified professionals, in addition to aligning the interests of the Statutory Executive Board and the Board of Directors with those of the Company and those of our shareholders, stimulating an entrepreneurial and results-oriented culture. The compensation of all our employees may be comprised of fixed monthly compensation, variable compensation and long-term incentives, based on the company's own shares. Fixed and variable compensation aims to stimulate, together with share-based compensation, better management, attractiveness and retention of employees, seeking gains by committing to short- and medium-term results. In addition, share- based compensation plans offer beneficiaries the possibility to become our shareholders, encouraging them to work on optimizing all aspects that can sustainably add value to our businesses in the long term. Our compensation strategy was defined to foster a culture of merit, focus on results and a sense of ownership. The model covers all employees and positions, including board members, without distinction of gender or other social indicators. Compensation is based on market studies to define amounts, taking into account the responsibilities, time dedicated to functions, skills and professional reputation, while also respecting the premises of labor union agreements and the federal/state minimum wage. We established a new Compensation Policy based on the responsibilities and attributions of each position, aiming to provide a competitive remuneration policy vis à vis the market. sustainability report 2021 < > human capital#72eneva < 72 > Variable compensation is fixed, when short-term, considering the achievement of corporate and team goals (financial indicators, such as EBITDA and Free Cash Flow, operational productivity and sustainability indicators), and, when long-term, considers working time in the company and, when applicable, performance goals. Transparency is a distinguishing feature of our compensation process - the result of our career and succession assessment cycle is one of the bases for job promotions and meritocratic salary increases, and we maintain a website for managers to follow the evolution of their teams, enabling critical analyses and comparisons that can be followed up by employees to support their professional development and, consequently, their compensation. Since 2020, our directors and 10% of employees full analyst and higher-have also been eligible for Share-Based Long-Term Compensation Incentive Plans. In addition to offering the opportunity to those eligible to become company shareholders, this initiative is designed to assure competitiveness in the levels of total remuneration practiced and to sharpen the commitment to the generation of results. Another point of progress in 2021 was the approval of a Matching Program, available for key positions, that is, managers and higher. Thus, each share purchased by program participants is increased by half, at no cost, to reinforce the shareowner's mindset. Ratio of lowest wage to local minimum wage by gender and operating unit GRI 202-1 2019 Women Men 2020 Women Men 2021 Women Men Eneva (Rio de Janeiro) 1.55 2.58 1.98 2.65 2.06 1.76 Azulão (Amazonas and Roraima)' n.d. n.d. 1.89 2.01 1.59 2.23 Pecém II (Ceará) 2.01 2.01 1.94 1.94 1.71 1.81 Itaqui (Maranhão) 2.01 3.05 1.97 2.59 1.74 1.74 Parnaíba (Maranhão) 1.78 1.90 1.75 1.87 1.59 1.69 Eneva (general) 1.90 1.78 1 Operations in Azulão only started to be accounted for in 2020 In 2021, on average, the lowest base salary paid (does not include other variable compensation payments or benefits), for both men and women, corresponded to 1.59 and 1.69 of the local minimum wage, respectively. Subsequent to this stage, Performance Monitoring begins, through the identification of risks and opportunities. Finally, the Consequence Management and Fault Correction stage occurs. 1.75 1.87 1.59 1.69 Specifically, regarding the Target Cycle, the main strategic challenges are defined in the corporate panel, with, for example, the definition of our commitments and the main ESG indicators. In the team block, these challenges are developed for the areas, with a view to more specific actions, such as the reduction of specific water consumption in Itaqui, and the reduction of effluent generation from the cooling tower, at Pecém II. All employees with an open-ended contract are eligible for variable compensation. Corporate targets Our variable compensation, linked to our Mana- gement Model and with steps that involve Strategic Planning, the Business Plan and the Budget and Goal Cycles, also considers, for all levels, the performance in ESG goals and is based on five dimensions: Zero accidents: we work intensively on good safety practices to avoid accidents; Increase Profitability: we consistently pursue higher business profitability by optimizing the financial resources needed for our maintenance and growth Structure to Conquer: we seek to grow in a structured manner to enable the achievement of the defined objectives; Securing Eneva for the Future: we seek new opportunities for the future and to optimize the use of our reserves Build to Grow: we build with quality and in a sustainable fashion the projects acquired, in order to honor our commitments. sustainability report 2021 human capital#73eneva Benefit plan < 73 > We offer competitive benefits in relation to the market, published on an internal page and constantly disclosed to our teams. In 2021, the following were highlights: > Meal vouchers and food vouchers; > Medical and dental assistance, 100% funded; > Life insurance and funeral assistance for employees, the latter extendable to their dependents and, from 2021, their parents; > Assistance in variousinsurance coverages, such as auto, residential and electronic; > Support for the purchase of school supplies from employees' children, through to High School; > Daycare allowance or babysitting allowance; > Christmas gift card; > Quality of life program Bem Viver and Gympass, for the care of physical and emotional health; > Private pension plan (for CLT employees with an indefinite contract); > Eneva Baby, a service available 24 hours a day to resolve doubts and monitor the development of babies as of pregnancy, including a kit with products; > Payroll loan, with special fees (for CLT employees with an indefinite contract and more than nine months with a work contract); > Literary space and Book club; > Benefits club, which includes discounts in commercial establishments. In addition, there are exclusive benefits for each labor union agreement. We also adopted extended maternity leave and paternity leave. In 2021, 44 men and five women benefited, with a 100% return rate of these employees and the retention rate of 88% for men and 100% for women. Maternityand paternity leave¹ GRI 401-3 Total employees who took parental leave-maternity/paternity Total employees who returned to work in the reporting period after the end of maternity/paternity leave Total employees who returned to work after maternity/ paternity leave and who were still employed 12 months after returning to work Return Rate Retention rate 2019 2020 2021 Men 40 26 44 Women 5 4 5 Men 37 26 43 Women 7 2 7 Men 27 38 23 Women 4 6 2 Men 100% 100% 100% Women 100% 100% 100% Men 96% 95% 88% 67% 75% 100% Women Some employees leave in one year and return in another, so that for the indicator all employees who remained active after the leave were considered. sustainability report 2021 human capital#74eneva < 74 > Health, safety and well-being GRI 103-1, 103-2, 103-3 - Health and safety conditions of employees and outsourced workers | 403-1 | 403-2 | 403-3 | 403-4 | 403-5 | 403-6 | 403-7 | 403-8 | 403-9 | EU16 and SASB EM-EP-320a.1 | IF-EU-320a.1 We continuously apply processes, practices and procedures that are regularly analyzed, as well as enhanced training to ensure the health, wellness and safety of our teams. Since 2017, we have implemented an HSE Management System, in line with ISO 45001 - Occupational Health and Safety Management System and OHSAS 18001 and Occupational Health and Safety Management Systems, also considering the requirements of regulatory and supervisory bodies. The System is audited annually within the scope of the company's own operations and at least biennially for critical contractors, and all non-compliances identified are dealt with and followed up by the leadership of the operational units and our Corporate HSE. The System covers 100% of its own and contracted employees and adds guidelines structured into four pillars: Operational safety: associated with the prevention, mitigation and response to events that endanger human life, the environment and property, through the adoption of safety processes that ensure integrity throughout the life cycle of the assets. Occupational health and safety: referring to the management of hazards and risks to which employees and suppliers are exposed in carrying out work activities. Environmental protection: to manage the aspects and impacts present in the activities of employees and in operational processes aimed at preventing damage to the environment (soil, water and air). Social responsibility: associated with the management of aspects and impacts related to activities and operational processes. Our HSE Management System also allows us to verify contractors' compliance with our guidelines. In 2021, the percentage of third parties audited in the System was lower than in 2020, as our audit cycle is two years and, in the previous year, we audited all companies conducting construction for us at the time. Considering the complete two-year cycle, all critical contractors in the period were audited. In December 2021, there were 1,223 own employees (2,730,530 accumulated hours worked) and 4,566 third-party employees (12,152,811 accumulated hours worked), and 971 audited employees. INSTRUTOR Implementation of occupational health and safety management system based on legal requirements and/or recognized standards/guidelines GRI 403-8 2020 2021 Percentage of all employees and workers who are covered by such a system Percentage of all employees and workers who are covered by such a system that has been internally audited Percentage of all employees and workers who are covered by such a system that has been audited or certified by an external party 100% 100% 88% 38% 9% 10% human capital sustainability report 2021#75eneva 270 < 75 > Our industrial environment is high-risk, especially the E&P activities. Therefore, among principles, guidelines, corporate manuals and other regulations that guide our HSE action, of particular note are the policy, guidelines, Corporate manual and all other norms the area has in place. During the year, we also implemented the ASO Management regulation, especially to comply with the requirement to deliver Occupational Health and Safety data to the government by means of the e-Social program. In addition, we developed the corporate standard of the Risk Management Program (PGR) in accordance with the revision of NR 1, a program that is now part of the structure for Occupational Risk Management (GRO). Improvement actions 78% already completed in the period Our operating units periodically hold critical analysis meetings regarding the HSE Management System, with the participation of the unit director, local managers (Operation, Maintenance, HR), local and corporate HSE, as well as other corporate support areas, such as Engineering and Performance. In the meetings, the over 75 indicators deriving from the HSE guidelines that we follow are analyzed. In 2021, these meetings resulted in more than 270 improvement actions, of which 78% were already implemented in the period. Also during the year, we verified the effectiveness of the Work Permit (PT) and Preliminary Task Risk Analysis (APRS) regulations, standardized in 2020. In addition, we conducted 27 operational risk studies, with subsequent management of the recommendations and their disclosure by the operating units to the appropriate staff members, highlighting the identified risks, their causes and safeguards (barriers). Based on the quarterly critical analyses of incidents and deviations, the following incident reduction actions were established and executed: > Introduction of the campaign to prevent accidents involving hands and fingers; > Conducting the Task Risk Analysis campaign; > Strengthening the Traffic Safety campaign; > Encouraging employees and leaders to use the Tool for Identification of Deviations by the Workforce (IDFT); > Analysis of the causes and proposing actions for systemic deviations from behavioral audits; > Implementing Task Inspection for the Parnaíba V construction works during the commissioning phase; > Beginning of implementation in the construction segment of the Behavioral Audit tool. The operational units also follow the Leadership Commitment Matrix, which aims to involve our leadership in the evaluation of key processes, based on the following tools: > Temporary Deactivation Audit (DT), performed when systems or equipment critical to operational safety are totally or partially deactivated, and a deactivation risk analysis is performed. As it is a critical process, monthly audits were implemented in the leadership matrix. > Permit to Work Audit (PT). > Evaluation of the Emergency Drill, with a view to identifying opportunities for improvement of the emergency response. > Management of Deviations, through planned observation, focusing on unsafe conditions in the area. > Field Inspection by Leadership in a given area and based on a predefined checklist. > Verification of Compliance with Procedure, a tool in which the quality of critical internal regulations and operational discipline are analyzed. sustainability report 2021 human capital#76eneva < 76 > The participation of the workforce in the development in the implementation and periodic review of the HSE Management System is carried out through the installation of internal communication systems for HSE matters, which include documented procedures; HSE contractual guidelines; campaigns, lectures and training; participation in the preparation of a Risk Analysis; Daily Health, Safety, Environment and Social Responsibility Dialogue; and visual communication, on the Intranet, bulletin boards, murals, banners, stickers, among others. These systems aim to keep the workforce up to date and informed about the identification of problems and unsafe situations, as well as providing opportunities that contribute to the continuous improvement of the HSE Management System. Also focused on safety, in addition to complying with NR 5 by the setting up of the Internal Commission for Accident Prevention (Cipa), employees are empowered through the Pare (Stop) card, which allows the interruption of unsafe activities. The cards are distributed when employees are first integrated into their units, at which time the safety culture is emphasized. Another fundamental and strong instrument we used in 2021 was the Identification of Deviations by the Workforce tool, to register the unsafe conditions identified; all detections reported are checked and dealt with. Employees must also act in line with our five golden rules, which stipulate: The five golden rules of safety ☑ 1 When driving in traffic do not use a mobile phone, respect the speed limits and use the seat belt 2 Do not work or drive under the influence of alcohol or drugs 3 Wear the appropriate PPES for your activity י ו/ Do 4 Work with the valid work permit whenever required 5 Comply with specific procedures for high-risk activities YOUR BEHAVIOR MAKES A DIFFERENCE Our commitment is to zero accidents, set forth in the corporate targets linked to the payment of compensation to all our employees with indefinite contracts, in order to encourage and promote the safety culture. The main challenge is related to reportable accidents registered on construction sites with outsourced workers, which we aim to zero out through permanent reinforcement of good management practices. There is a procedure with HSE requirements for contractors, which establishes duties and responsibilities in order to ensure the protection of people, the environment and the integrity of the facilities. In the case of services provided by contractors with continuous operations in our units' operational areas, Bridging Documents are prepared, which establish cooperative and collaborative alignment between the HSE management systems of the contractor and our operating unit (the preparation of the Bridging Document is waived when the HSE management documents used to carry out the activities are exclusive to us or the contractor). A highlight during the year was the auditing of 20 contracted companies to evaluate their Management Systems, based on our HSE guidelines. sustainability report 2021 human capital#77eneva FAT CAF < 77 > 2021 6 SAF-CR 13 Non-lost time injury with no task constraint SAF-SR 16 CPS Safety training GRI 403-5 Safety training starts as soon as the employee enters the company, with training carried out by each unit's HSE department, detailing the dangers and specific risks. In 2021, our Corporate HSE ran an online orientation program for all new employees in order to describe the operation of our HSE Management System. This was in addition to four awareness campaigns to strengthen the HSE culture: Prevention of accidents involving hands and fingers; Preliminary Risk Analysis (APR); HSE Management System; and Traffic Safety. The year also featured three new online training courses: Deviation Management, HSE Management System and Change Management, all making use of a test to verify if the content had been assimilated. The topics were chosen considering the analysis of our incidents, HSE audit coverage actions and our growth forecast, which determines the dissemination, didactically and on a large scale, of our HSE Management System. Therefore, this training is mandatory for all new hires. There is also routine training, carried out according to the training matrix. In 2021, we added more than 370,000 training hours in Health, Safety and the Environment in all operating units, involving our own employees and third parties. Safe performance GRI 403-9 | SASB IF-EU-320a.1. | SASB EM-EP-320a.1. We recorded four work-related reportable injuries in 2021 in our own workforce, with a total reportable incident rate (TRIR) of 1.46. The number of work-related reportable near misses was 30, with a near miss frequency rate (NMFR) of 2. There were no fatalities or high consequence injuries, and the number of hours worked (HHER) was 2,730,530. Rates are calculated based on 1,000,000 hours worked. With regard to outsourced workers, there were 38 reportable work-related injuries, with a total reportable incident rate (TRIR) of 2.55. The number of work-related reportable near misses was 20. with a near-miss frequency rate (NMFR) of 2.47. There were no fatalities, but there was one high consequence injury, with the number of hours worked HHER Outsourced Workers rate of 12,151,799. In the own and outsourced worker scenario, the main accidents were first aid treatments, injury without lost time and without task restriction, injury with lost time and without lost time and with task restriction. FAT Fatalities CAF Lost time injury SAF-CR Non-lost time injury with task constraint SAF-SR Case with first aid sustainability report 2021 CPS 37 Near misses 56 Deviations Online environment for all new own employees in order to describe the operation of our HSE Management System 15,630 human capital#78eneva The reduction in the rate of reportable of own employee accidents reflects the investments and the higher maturity gains resulting from our HSE Management System. The increase in the rate of outsourced worker accidents was mainly due to construction activities, where there are many employees still undergoing safety culture training (25 of the 38 reportable accidents were at construction sites, which represents approximately 66% of the total). We sought to reduce this number as part of our commitment to the safety of the teams, through action plans and constant improvements in our outsourced worker management efforts. In addition, in 2021 we conducted a critical analysis of incidents and deviations, aimed at identifying the main causes of incidents and trends in the reporting of deviations, in order to act preventively to reduce work-related risks. We have also adopted the following targets: For 2022, in addition to measuring the accident rate, each operational unit will have a specific target to meet linked to its accident rate. The goal of this specific target is for each unit to be attentive to its own performance, without its rates being "uncharacterized" by the numbers of another. Another novelty regarding the targets of the operating units in 2022 is division into four pillars: > 25%: unit accident rates; >25% : compliance with the Management Commitment Matrix; >25%: compliance with the audit plan with deductions for critical non-compliance; >25%: (selection of ten health, safety and environmental indicators that represent the performance in the main HSE processes) Construction and seismic works will have three pillars: >50%: unit accident rates; >25%: compliance with the Management Commitment Matrix; >25%: HSE indicators (selection of ten health, safety and environmental indicators that represent performance in the main HSE processes). Check the Annexes for health and safety data Target Reduce the lost-time injuries rate Reduce the reportable accidents rate *For 2022 we maintained the 2021 target -50% = 0.7/100% = 0.5/150% =0.3 2022 2021 Reach 2021 0.5 0.5 75% 2.5 3.2 150% **The 2021 target was based on an industry benchmark and the weighting of the accident rates from 2020, taking into account the nature of our activities (Construc- tion, E&P, Power Generation). Target 2022 (50% = 2.7/100% = 2.5/150% =2.2). sustainability report 2021 -0388 Q-0020 10-0388 TQ-002A 0 78 > D human capital#79eneva sustainability report 2021 Functional class at Praia de Botafogo, RJ. < 79 > Promoting health and well-being GRI 103-1, 103-2, 103-3 - Promoting healthy working relationships | 403-3 | 403-3 All of our operating units have experienced occupational health teams (physicians, nursing technicians and nurses), as well as outpatient clinics whose doors are open during working hours. The teams work in outpatient assistance and accident care when necessary, including the identification of any causal link, whether accident or occupational disease, managing health in general and acting in the control, reduction or elimination of risk. All units also run an Occupational Health Medical Control Program (PCMSO), which describes the measures for control and mitigation of the specific risks of the asset/location. Focused on health, our Quality of Life Program's activities were partially and cautiously continued in 2021, in the face of the ongoing Covid-19 pandemic. Following the transmission prevention protocol, we promote workout routines for work, football, functional, gym, running, jiu-jitsu, massage, physiotherapy, pilates and yoga, available to all employees, according to each unit's requirements. In addition, we offer our employees Gympass benefits. Also within the scope of the Quality of Life Program, we maintained a psychological health care program through Zen klub. Offered to all employees, the mental health support platform has free content, such as podcasts, interviews and online consultations with health professionals. There is also the administration of a flexible work scheme for all our employees, which allows arrival between 7 a.m. and 9 a.m. and, proportionally, departure between 4 p.m. and 6 p.m. ট We promote the practice of occupational gymnastics, football, functional, gym, running, jiu-jitsu, massage, physiotherapy, pilates and yoga, available to all employees, depending on the unit human capital#80eneva sustainability report 2021 social and relationship capital PROJETO eDUC ACAO VE social and relationship capital < 80 >#81eneva Suppliers GRI 102-9 and 204-1 "We act responsibly in our value chain, as of the contracting phase, with analyses and contractual clauses with socio- environmental criteria, as well as in the management of the contracts, monitoring and relationships with our suppliers. In 2021, Eneva assumed the presidency of the Supplier Development Program (PDF - MA), where we seek to develop local partners, encouraging technical qualification, sharing good management practices and promoting the construction of an increasingly sustainable value chain." Renato Cintra, Corporate Services Officer R$ 174 million allocated to products and services in local companies 128% Expenses with local suppliers in reais AM RR R$ 100 million To promote income generation and local development, we participate in initiatives aimed at developing suppliers and supporting their qualification. In June 2021, we assumed for one year the chairmanship of the Management Council of the Supplier Development Program of Maranhão (PDF-MA), managed by the Federation of Industries of the state of Maranhão (Fiema) and in which we have participated since 2011 as one of the maintaining companies. In 20 years of existence, PDF-MA has helped generate more than R$ 32 billion through local businesses. By assuming the presidency, we aim to improve Maranhão's supplier development strategies. As the Covid-19 pandemic continues, we have moved even closer to our partner companies to ensure the health and well-being of outsourced workers and the continuity of operations and asset construction. We expanded the audits of the contractors, intensifying a process started in 2020. The evaluations included the Management Systems of the partner companies, in order to promote adhesion to our practices, encompassing consulting and educational actions. Our most strategic suppliers are related to the operation and maintenance of our generation sustainability report 2021 < 81 > MA CE R$ 65 million superior compared to 2020 R$ 0.79 million R$ 8 million Proportion of spending on local suppliers GRI 204-1 2019 2020 2021 Amazonas Ceará Maranhão Roraima Total 1.6% 0.1% 30.1% 3.3% 29.5% 16.9% 4.1% 19% 17.0% 0.0% 0.4% 2.5% 3.7% 10.00% 20.00% social and relationship capital#82eneva < 82 > assets, infrastructure, generation equipment, coal operation and supply, drilling rigs, seismic surveys, as well as indirect contractors' (facilities) and international logistics. Third parties, on the other hand, include all representatives, service providers, outsourced workers, any other natural or legal persons, and other business partners. In the year, we spent some R$ 4.2 billion with suppliers. We signed 1,786 contracts with local suppliers, considered companies whose CNPJ tax residency is in the same state of our operations: Amazonas, Ceará, Maranhão and Roraima. These contracts represented 20% of the amount (excluding the purchase of mineral coal due to its technical specificity), with a contracted value 128% higher compared to 2020. R$ 174 million was earmarked for products and services from local companies, of which R$ 65 million in Amazonas; R$ 8 million in Ceará; R$ 100 million in Maranhão and R$ 0.79 million in Roraima. The increase was mainly driven by the growth of local supply in the Northern Region, with the entry of the Azulão operation in the state of Amazonas. In a context where hiring local suppliers should be a strategy to help secure supply, support the stability of the local economy and maintain community relations, we present below the percentage of amounts allocated locally, based on the total spent in each state where our operations are located. GRI 204-1 Selection and hiring Our selection of suppliers encompasses social and environmental criteria, especially in activities that involve exposure to risks and require qualification. Thus, after classification by our HSE area - high, medium or low risk, based on the technical scope and type of activity - we evaluate performance of eventual partners in Health, Safety and Environment (HSE) issues, considering the number and rates of accidents and incidents, the existence of regulations and certifications, and the management of environmental impact risks. Companies receive and attest to cognizance of our HSE guidelines and Golden Rules, as well as the minimum and/or specific compliance requirements within the scope of the contract. There are also specific questionnaires for integrity and the Financial, Legal and Compliance areas, which make up the qualification process. Signed contracts include a clause that determines strict compliance with Regulatory Norms and waste management. All partners must agree with an anti-corruption clause and adhere to our Third-Party Code of Conduct. To ensure awareness of our requirements and commitments, every year we forward to suppliers with active contracts a notice with internal guidelines, such as the acceptance of gifts and presents. Performance Evaluation We invest in the improvement of our third-party chain, with a continuously revisited supplier performance evaluation that, each year, covers more internal areas and more outsourced companies. In 2021, 39 suppliers were evaluated, an increase of 20% in relation to the previous period, with the inclusion of contracts in the Engineering area, in addition to the SPE Itaqui, Pecém II, Parnaíba TPP, Parnaíba UTG, and Wells. For the year, our overall Supplier Performance Index (SPI) was 89%, a 7% improvement over the historical annual average. Among the topics evaluated in the IDF, we registered growth of the Organization and Quality service level, which went from 79% in 2020 to 83% in 2021. 89% was our Supplier Performance Index (IDF). 7% improvement over the historical annual average 39 suppliers evaluated in 2021, an increase of 20% compared to the previous period Safety culture for the SASB exploration and production life cycle EM-EP-320a.2. All phases of the natural gas exploration and produc- tion lifecycle obey HSE Policy and Guidelines. Some of these steps are performed by contractors, especially in seismic acquisition and well drilling, in addition to some processes in the production stage, such as gas compres- sion. In such cases, we have established the Manage- ment System Point Document of the company that has contracted with our HSE Management System. The document is written jointly by us and the contractors, and describes the procedures to be used by the partner company to meet our HSE Guidelines. In addition to the Bridge Document, for third-party companies that perform critical activities and services, the HSE Annex is included in the contracts, which lists all health and safety docu- mentation that must be submitted. This documentation is evaluated by the Operations HSE to authorize the start of the work by the contractors, with periodic monitoring. For surveillance of suppliers' HSE management, there are audits that, in 2021, targeted 20 contractors. With a view to growth, we have maintained the goal of meeting the schedule for auditing contractors and, in 2022, included a target related to participation in forums for developing local suppliers. sustainability report 2021 social and relationship capital#83eneva Social Responsibility GRI 1031, 103-2, 103-3 - Engagement with local communities, traditional and vulnerable peoples | GRI 103-1, 103-2, 103-3- Contribution to local socio-economic development 203-2 | 413-1 | 413-2 | OG9 P < 83 > To lead a fair and inclusive energy transition, we seek to generate value for all our stakeholders, establishing transparent relationships with communities and promoting the inclusion of traditionally excluded individuals or groups (vulnerable and traditional communities). We aim to align expectations, both of the communities and internally, in order to make mutually beneficial agreements. We have adopted a demand management tool, in which records are regularly made, monitoring the flow for the resolution of the grievances. The topic is managed by the Social Responsibility area, which reports to the local and corporate executive boards. The reports are also sent to environmental agencies. We are present in regions with low educational and social indices, which is why we assume socio- environmental development targets and invest in actions with transformative potential (and results). Our operations span five municipalities in the state of Maranhão Santo Antônio dos Lopes, Capinzal do Norte, Lima Campos, Pedreiras and Trizidela do Vale - and we promote impact assessments and/or development programs aimed at the local community in 100% of our business dealings. Programs such as Leadership Meetings, Forums, Workshops, home visits, Income Generation projects, Local Development, Education and Entrepreneurship, Communication and Stakeholder Relations and the management of an 0800 number are implemented. In 2021, we registered a decrease in conflict mediations, and we are mapping the quantitative results for the elaboration and development of social projects. This reduction occurred due to the intensification of our actions, with full coverage of monitoring community leaders, home visits, meetings with communities and an Annual Social Communication Campaign. In Maranhão, the main complaints from the communities are related to odor nuisances, siren activation in the clusters, transportation of heavy machinery on access routes (and consequent wear and tear of the roads) and the silting up of the dam as a result of the flow of materials derived from the construction work. For their part, the operations of coal-fired generation assets - Pecém and Itaqui - present impacts derived from coal particulates in the environs. In the Azulão Plant and TPP Jaguatirica II in Amazonas and Roraima, the impacts are related to the increase of people in the localities, due to the construction work and the beginning of operations, besides reports related to well tests that have been carried out. To minimize these concerns, we promoted initiatives for youths from the region, through the Young Entrepreneurs Project, and ran development and income generation workshops, as well as projects aimed at social entrepreneurialism, such as ELAS Empreendedoras. The communities have a high degree of physical and economic isolation, below-average socio- economic development, gender inequality, low socio-economic infrastructure and no level of social organization. Therefore, we carefully evaluated all the impacts, considering reversibility, severity and scale: PROJETO 112 913 ELAS Empreendedoras Project in Itapiranga, AM. In the photo, Julieta Serrão Barbosa We conduct impact assessments and/ or development programs aimed at the local community in 100% of our operations sustainability report 2021 social and relationship capital#84eneva < 84 > Seriousness Duration Reversibility Impact Dam silting up due to runoff from High Long Positive construction sites Transportation of heavy High Short Positive machinery on access roads Presence of coal particulates in High Long Positive residences Noise pollution due to operational problems High Short Positive Dispersion of condensate smell High Short Positive in the vicinity of the clusters "In order to lead a fair and inclusive energy transition, we maintain transparent and effective dialogue with regulatory agencies in our sector, as well as members of the public power and society" Damian Popolo, Director of External Relations In addition to actions to minimize impacts, prioritizing the hiring of local companies and labor and carrying out socio-environmental projects, our presence and our activities promote a series of indirect economic impacts (more information in our target of Improving the Social Progress Index in the municipalities in which we operate): Royalties: impact on the budgets of the municipalities We are the only natural gas producer in Maranhão and the only private operator in the Amazon. In this scenario, the simplest way to measure our financial impacts on the locations where we operate is based on the payment of royalty payments we make to the federative entities. The royalties represent the financial compensation owed to the federal government, the states, and the beneficiary municipalities by the companies that produce oil and natural gas in Brazilian territory: a compensation to society for the exploitation of these non-renewable resources. In practice, they are levied on the value of the field production at rates that vary from 5% to 10%. All of our producing fields pay 10% of production in royalties, with the exception of Azulão, whose rate is 5.6%. The royalties are supervised by the ANP, which is also responsible for the distribution of this government participation to the federative entities. The Agency recently improved the dissemination of royalty distribution amounts, making it easier to consult this data. For this reason, unlike the methodology adopted in 2019 and 2020 - when the royalty data presented in the Sustainability Report were estimated (subtly different from the database published by the ANP) for this Report we used the official information published by the ANP itself. That said, totaling the sums of the Federal Government, states and municipalities, we paid R$ 196,111,969.27 in royalties over 2021, being directly responsible forthe compensation of R$41,594,878.57 to the municipalities of Maranhão and R$ 828,620.17 to the municipalities of Amazonas. In detail, it is possible to divide the royalty compensation paid to the producing municipalities in 2021 as follows: > Trizidela do Vale (MA) > Lima Campos (MA) R$ 10,558,649.79 > Sto. Antônio dos Lopes (MA) R$ 11,217,289.50 R$ 7,786,380.57 R$ 6,291,962.46 > Capinzal do Norte (MA) R$ 5,399,423.04 > Bernardo do Mearim (MA) R$ 297,832.93 > Pedreiras (MA) > Fortuna (MA) > Silves (AM) > Itapiranga (AM) Production participation for the owners of the land where the producing wells are located In 2021, in compliance with the provisions of Decree 2.705/1998, Art. 3, Item VIII and in the concession contracts signed with the Federal Government, we paid R$ 19,394,614.35 to these owners as a share in production. Payment to the owners Permit of the land - At the end of 2021, we had 332 lease contracts with landowners, in the states of Amazonas (88) and Maranhão (244), in which R$ 7,494,802.16 was invested. 332 lease contracts with landowners, in the states of Amazonas (88) and Maranhão (244) R$43,340.28 R$ 760,240.51 R$ 19.4 million R$ 68,379.66 paid to owners as production participation sustainability report 2021 social and relationship capital#85eneva Support to communities GRI 203-1 | EM-EP-210b.1 M In the context of the Covid-19 pandemic and the worsening of the national crisis that occurred in the first quarter of 2021, we carried out the following actions and investments, the donations being all voluntary, on the order of R$ 1,811,885.00, and without any government counterpart: Roraima We contributed to the State Public Health System by hiring an oxygen generation system and 50 oxygen cylinders, to supply the Boa Vista General Hospital. The donation, of R$ 800,000.00, occurred via BNDES's Matchfunding Saving Lives program, operated by Sitawi Finanças do Bem. The BNDES contributed the same amount that we earmarked, increasing the effectiveness of the program. At the same time, we donated 2,025 Covid-19 tests in Roraima. On the education support front, we donated equipment, devices and materials for the installation of a multimedia room, a computer lab and an itinerant planetarium at the Institute for the Support of Science, Technology and Innovation of the State of Roraima, with a value of R$ 448,890. Maranhão For the municipalities in which we operate, 100 rapid Covid-19 detection tests; 2,500 hygiene kits; 200,000 masks and 5,000 lab coats were donated. In São Luís, through the Sewing for Good project and funding of R$ 273,000.00, we donated 20 mattresses, 20 wardrobes, 50,000 masks, 100 food kits, 500 food hampers, 50 lab coats and 500 hygiene kits. In addition, we donated 725 Covid-19 tests to the Regional Hospital of Pedreiras and six steel 20" (twenty inches) and 16" (sixteen inches) pipes for drainage works in the municipality, which suffers from flooding of the Mearim River. Also during the year, Maranhão counted on our support through the donation of 1,200 basic food hampers for the populations of the municipalities in the Médio Mearim region, where our operations are located, and 300 basic food hampers for the populations of the municipalities with extremely low HDI. The donations were made with the support of the Federation of Municipalities of Maranhão and totaled R$ 77,995.00. Ceará In the state, donations included 59 Covid-19 tests for the city of São Gonçalo do Amarante, in addition to 2,160 basic food hampers. Amazonas Through the União BR - Together for Amazonas initiative operated by the Phi Philanthropy Institute, we donated R$ 100,000 for the acquisition of five oxygen generating mini plants to fortify the system in upcountry municipalities, avoiding the need for transfer of moderate Covid-19 cases to Manaus. For Itapiranga, Silves and Manaus, we donated 95,000 masks, 1,900 cleaning kits, 12 pressure gauges, six thermal containers, seven oximeters, eight infra thermometers, 100 gallons of drinking water, 657 Covid-19 tests and ten stationary oxygen concentrators, totaling approximately R$ 112,000. R$ 1.8 million in voluntary actions to support the fight against Covid-19 sustainability report 2021 social and relationship capital 85 >#86eneva Social programs < 86 > To increase the generation of value and with a view to empowering communities, in 2020 we will work toward the standardization of our social programs, primarily through three focal points: 1 Education: for increased school performance; reducing functional illiteracy and the school dropout rate; supporting interdisciplinary projects in schools; training health and education professionals; and promoting early childhood learning. 2 Income generation: focused on raising monthly incomes; boosting the sales of the products from the social projects; economic empowerment and financial education; promoting the consumer market in the locations where we operate; fostering small businesses; and creating project/public policy partnerships. 3 Family farming: we support public and agrarian programs in the communities; agroecological production and certification to stimulate a qualified increase in organic sales. sustainability report 2021 We also seek to meet the expectations of the parties involved, with the identification of each audience, their demands and the materiality of the required actions. This practice results in the identification of strategies that improve our positioning and makes the identification and management of risks (reducing and/or eliminating them) more efficient through preventive measures to avoid crises and minimize them, in the event they are unavoidable. To this end, we have the following assumptions for our social performance: > Maintain a relationship of transparency and credibility, business ethics and anti-corruption policies, promoting engagement with the stakeholders; > Foster sustainable development in partnership with the stakeholders by adopting and disseminating management practices and governance of the territory that encompass the social, environmental economic and cultural aspects; > Identify and manage the positive and negative impacts on the environment and people, and enable the effective management of the use of natural resources, seeking the use of best market practices. So, in 2021 we developed our methodology for implementing and undertaking Corporate Social Responsibility (CSR) projects based on our operating principles, conducted in five main stages to assure the desired impact. This also allowed for the replication, expansion and continuity of our operations. 7 Transform lives 6 Working in partnership 5 Promote autonomy and emancipation 4 1 Balancing the social and environmental impact Valuing each region's diversity 5 1 ESG Strategy 2 4 3 2 Identify leaders 3 Listening with empathy 1. Listen 2. Prioritize and plan 3. Act 4. Measure and adjust 5. Scale In the licensing process, we designed a Social Communication Program (PCS) to establish a dialogue with stakeholders about the project, as well as control and mitigation measures for actual and potential impacts in order to prevent and minimize possible conflicts and foster good relations with the workforce and the communities. In 2021, our 1st Community Management Committee was formed, featuring the participation of members of the communities, social projects, employees and researchers from local educational units. Meetings are convoked regularly to evaluate impacts and solutions, constituting another support and external communication channel. Over our 0800 telephone hotline, between January and December 2021 272 communications were received: seven were in the doubts category, 102 were requests for information, 49 for complaints, two for simulations, 25 denunciations, 86 solicitations and one suggestion. In addition, we organized the Eneva Forum in the Communities in Maranhão, to present and evaluate the socio-environmental programs with the presence of all stakeholder groups. In the forums, the Basic Environmental Plans and the actions in the Area of Direct Influence (AID) are also disclosed. social and relationship capital#87eneva In the year, the following projects were initiated or strengthened: Projeto Agrícola Nova Demanda (Nova Demanda Agriculture Project) (Santo Antônio dos Lopes) Launched in 2020, the Incentive to Family Farming project in the Nova Demanda community has made significant advances, with the Nova Demanda Producers and Rural Farmers Association being included in public policies through the More Seeds Project. The participants receive pumpkin, passion fruit, watermelon, papaya, cabbage, lettuce, chives, peppers, cucumbers, maxixe, okra, cilantro, beans, rice and corn seeds. Two public tenders from the Family Farming Purchasing Program (Procaf) were won, generating a source of income and an outlet for the products. At the end of 2021, the project had 30 associated families registered. They receive regular visits for technical assistance and guidance on agroecological food production. In addition, we support street fairs in neighboring municipalities, promoting the circulation of products: four were held in this model in 2021, two in Santo Antônio dos Lopes, one in Capinzal do Norte and one in Lima Campos. In the period, the need to implement an irrigation system was also identified. Irrigation kits were delivered to the associated families, distributed in blocks according to engagement and production. Farmers' Average Income R$ 1,800.00 R$ 1,600.00 R$ 1,400.00 R$ 1,200.00 R$ 1,000.00 R$ 800.00 R$ 600.00 R$ 400.00 R$ 200.00 R$ 703.20 R$ 724.40 R$ 0.00 January sustainability report 2021 R$ 1,103.00 R$ 1,660.00 R$ 1,703.33 April July October December M 87 > Elas Empreendedoras (Women Entrepreneurs) It awakens and encourages entrepreneurial actions of women in the communities where we have activities in Maranhão, Amazonas and Ceará. By promoting a pro-active stance and empowerment of women, the project is aimed at female farmers, coconut breakers and riverside dwellers in the states where we operate, and includes small business training. The project also works on parallel themes such as female empowerment, violence against women, diversity, and others. The project is divided into four phases: Identification of local potential; Training and theoretical/practical workshops; Implementation of local entrepreneurs (business plans); and Marketing and income generation (entrepreneurial fairs). In 2021, 230 women benefited from the project. In addition, we promote training in partnership with Sesi Cozinha Empreendedora, transforming culinary knowledge into income generation, with courses and workshops aimed at the wide variety of the production - handmade organic jellies, jams, preserves, antipasti, breads, cakes and juices, among others - following all the quality, safety and hygiene standards and procedures. We also make space available equipped with a semi- industrial kitchen, boosting the first moment and supporting the next phases. social and relationship capital#88eneva < 88 > Projeto Educação Sustentável (Sustainable Education Project) The Environmental Education Program (PEA) aims to orient teachers and raise the awareness of students in areas of our direct influence for an effective and continuous effort to improve the region's environmental quality and living standards. The main purpose of the PEA is to promote sustainability, food security and enhance the pedagogical process through family farming. By using the vegetable garden as a teaching model in schools, the project contributes to the quality of environmental education, with positive effects on students' academic results, as well as in the formation of more aware citizens. In 2021, the PEA was fully adopted in municipal/ state public schools (57 teaching units) in the Parnaíba, Itaqui, Pecém, Azulão and Jaguatirica Complex areas, with the following highlights: implementation of 92 organic gardens in the idle spaces of municipal/state public schools; participation and involvement of 350 teachers and lunch cooks; theoretical and practical training of school teachers, with participation of Sesi; more than 11 tons of vegetables, fruits and medicine intended for school meals and families insocial vulnerable situations; and replication in families, to increase income. HortCanaã Agricultural Project The Vila Canaã Resettlement Project is in the post-emancipation phase, with all commitments made to the environmental agency and the Vila Canaã community fulfilled and completed. We continue to monitor the actions and verify the progress of the project, which is consolidated with the inclusion of new partners and public policies. In this process of concluding the emancipation, we highlight advances such as the first production of organic chocolate, to be launched in March 2021 and destined for direct commercialization within the state of Maranhão. It is the first chocolate produced with 100% Maranhão organic cocoa. In addition, 27,000 hybrid cocoa seedlings were planted by farmers and their families, accompanied by the Universidade Estadual do Maranhão. The HortCanaã Agricultural Hub was also approved in another Embrapa Maranhão call for proposals for the "Pedagogical Horta" project, which aims to promote food, nutritional and medical security for vulnerable communities. Agroforestry Projects In April 2021, we initiated the Agroforestry Project in the municipalities of Itapiranga and Silves in Amazonas, to support social development and income generation for 450 families who live off of agriculture and animal husbandry. The initial stage included visits by Embrapa researchers to the production areas, with the preparation of a work plan and identification of areas for Agricultural project for the Hortcanaa resettlement area, Itaqui, MA. In the photo, Zacarias dos Santos reforestation in agroforestry management and the recommendation of the seedlings to use. Based on native fruit species, the project promotes improvements to transform the region into a production center for the main crops of interest identified in the cities – cassava, coffee and honey. We helped mobilize the groups in Itapiranga and Silves, providing access to transmission, transportation, local support, certificates, and incentives for local production. Amuquec Project The year 2021 was marked by the updating of the Declarations of Aptitude (DAPs) for the Pronaf program of the members along with the regularization of the Association itself. A new training cycle was started for coconut breakers, involving the production of handmade soap from babassu coconut oil. In the training cycle, the members from Capinzal do Norte, in Maranhão, were accompanied by a Sesi team for six months. They were trained in financial education; combating waste; menu development; organization and storage of products; and measures to start selling the products. Escola Debaixo das Árvores (Under the Trees School) This reading and literacy project, formalized and registered with our support at the Special Secretariat of Culture of the Federal Government, is carried out in the areas of direct and indirect influence of the Itaqui plant to help eradicate functional illiteracy and localized late literacy. Education professionals who measure the degree of difficulty identify students, focusing on the direct literacy process. The group works with 50 children and teens who present literacy difficulties, teaching classes and running reading and writing workshops. The classes take place in alternate shifts, with community operations and customized bus transportation support, favoring student rotation and greater outreach and helping reduce the dropout rate. sustainability report 2021 social and relationship capital#89eneva Simulations In 2021, we conducted simulations with communities in areas of our direct influence, with the participation of 130 people in Maranhão. During the action, we made available information about activities that are permitted or forbidden in the easement area, as well as communication processes in any kind of occurrence related to transmission towers. The simulations also included the distribution of information on the full energy generation process. Learning Project Since 2019, we have supported the Learning Project, a Labedu early childhood education initiative. In view of the continuing pandemic, in 2021, the project was remodeled, featuring regular virtual meetings. Also involved was the State Secretariat of Maranhão, to present feedback and indicators from the municipalities that are directly influenced by the Parnaíba Complex. With the progress recorded over the past year, the project extended into all the municipalities of Maranhão state. The recurrent virtual meetings enabled Labedu to present qualitative and quantitative data from the municipalities and allow each education representative to describe the progress of the teachers, observing the specificities of each municipality, with the project subsequently adapted to the realities on the ground. Thus, the project took on a much broader dimension, inserted into the formation of the state of Maranhão's policy development process. Knowledge Revolution Project We kicked off the formation of a Youth and Adult Education (EJA) class in 2021, aimed at members of the Nova Demanda and Amuquec Agricultural projects, focusing on the eradication of illiteracy. Students received logistical support and the Municipal Department of Education entered with teaching materials and education professionals. The project encompasses playful audiovisual educational activities, with pedagogical themes to help eradicate illiteracy in the region. Jovens Empreendedores (Young Entrepreneurs) More than 180 young people were trained in the Young Entrepreneurs immersion course, designed to promote change in communities and socialgroups by prioritizing areas of vulnerability in the areas of direct and indirect influence of our assets. The activities strengthen the skills of young, future leaders and social groups based on social protagonism, sustainability, self- knowledge, innovation and entrepreneurialism. sustainability report 2021 Energized Children, Pecém, CE 15 Check out, in the Annexes, information about the Nova Demanda and Vila Canaã resettlement projects Incentive Projects In 2021, our investments were made through the Rouanet Law, Sports Incentive, Child and Adolescent Funds and Elderly Fund, totaling R$ 2,077,817.00, earmarked for projects in the states of Maranhão, Ceará and Amazonas. <89 > social and relationship capital#90eneva sustainability report 2021 natural capital <90 > natural capital#91eneva Natural capital M Environmental preservation, the conscientious use of natural resources and minimizing the negative impacts of our operations are part of our culture and are incorporated into the management of all our assets. The minimization of environmental impacts and the conservation of biodiversity are also included in our ESG commitments: > No longer investing in new coal-fired plants and the phase-out of these operations by 2040, in line with the commitment made with the Powering Past Coal Alliance; > Reduction of Greenhouse Gas (GHG) emissions; > Contribution, by 2030, to consolidate 500,000 hectares of protected areas in the Legal Amazon region. These commitments will be rolled out gradually to meet all objectives over the coming years. In 2021, we sought to continuously improve our Environmental Management System, an instrument that helps us in the decision- making process. The management and monitoring of environmental issues follow our policy, guidelines, manuals and environmental procedures, and annually audited by independent consultants (certifiers) and an in-house technical team, formed by multidisciplinary environmental professionals at corporate and operational levels. This effort supports management, fulfills legal requirements and assists in the analysis of how our assets are performing. We upheld corporate norms, standardizing operations in the management of regulated and GHG emissions, effluents, water resources and waste. During 2021, we created and published new procedures for managing biodiversity, chemicals, environmental noise and liabilities. To engage and facilitate internal communication, we periodically disclose environmental performance through critical analysis meetings in all operations. In addition, other critical analysis tools were used, such as the Environmental Licensing Panel and the Dashboard for operational management of Environmental KPIs in all operating units and those under construction. Aerial view Azulão, Itapiranga, AM We expanded the environmental performance metrics, based on international methodologies: the Global Reporting Initiative (GRI) and the Sustainability Accounting Standards Board (SASB). In 2021, we implemented 13 new KPIs focused on maintaining air quality, monitoring effluents, sustainable waste disposal and increasing forest replenishment. As a result, our Environmental Management System now monitors 42 KPIs at the tactical, operational and strategic levels. GRI 102-11 sustainability report 2021 Structuring of 42 Environmental KPIs Total Quantity 29 15 7 7 2017 2018 2019 2020 2021 natural capital < 91 >#92eneva < 92 > Environmental responsibility GEOLOGIST All our assets are evaluated through socio- environmental impact studies, conducted and prepared by independent and multidisciplinary consultancies (physical, biotic and social). The results support the environmental licensing processes, presented and approved by government agencies. We remain committed to complying with all legislation requirements. Since 2020, we have allocated more than R$ 11 millionin environmental compensation payments, distributed to 17 Conservation Units (UC) in the Legal Amazon for actions to safeguard protected areas. Through a system of timetable controls and compliance with legal requirements, we manage more than 100 environmental licenses and authorizations, totaling more than 1,000 conditions distributed among operational units. In 2021, we held all the licenses required for our assets; there were 99 licenses and permits issued in the period, ensuring the strengthening and expansion of our operations, with these highlights: the renewal of all operating licenses for the Parnaíba Complex; ten Preliminary Drilling Licenses in a well campaign in Maranhão; nine more licensed water wells; Installation License for GVP; Preliminary License for GVTE; Installation License for Parnaíba VI; Operating License for Parnaíba V; Renewal of Operating License for TPP Pecém II; Operating Licenses for Jaguatirica and Azulão; licenses to drill four more exploratory wells in Amazonas; and Preliminary License for TPP Azulão l. Environmental Control and Monitoring Our main programs for environmental protection and quality of management, adopted in our units and with results reported to environmental agencies, include: > Control and Monitoring of Atmospheric Emissions; > Control and Monitoring of Liquid Effluents; > Control and Monitoring of the use of Water Resources; > Surface and Groundwater Quality Monitoring; > Control and Monitoring of Solid Waste; > Meteorological and Air Quality Monitoring; > Soil Quality Monitoring; > Monitoring of Terrestrial and Aquatic Fauna; > Noise Monitoring; > Control and Monitoring for Recovery of Degraded Areas. sustainability report 2021 natural capital#93eneva < 93 > Biodiversity GRI 103-1, 103-2, 103-3 - Protection of biodiversity and respect for the biome | 304-3 | EM-EP-160a.1 Prior to implementation and for the environmentally correct operation of our generation and E&P assets, we conducted biodiversity studies in order to reduce our interference with fauna and flora. We strictly follow the environmental licensing processes, adopting and monitoring the resulting programs, with procedures established by experts and approval by the appropriate bodies. In the implementation stage, we seek to act in areas already anthropized, since the potential impacts are linked to the suppression of vegetation. In line with Brazilian legislation, if there is interference in the flora, we conduct environmental impact studies and forest inventories to collect data on the habitat and, subsequently, apply for Plant Suppression Authorizations (ASV). The impacts are further mitigated by the selective culling of species and compensation measures, which include the planting of native species and/or financial incentives for socio-environmental projects. In addition, in 2021, we prepared our first Biodiversity Management procedure, which applies to all areas under our control, in addition to subcontractors. In this procedure, guidelines are established that focus on fauna management, with norms for compensatory forest and financial replenishment measures. Additionally, we implemented the following KPIs, with a focus on promoting biodiversity: > Payment of Environmental Compensation; > Forest Replenishment; > Forest Replenishment Fee; > Compliance with Environmental License Conditions; > Environmental Accidents. In 2021, we maintained about 509 hectares of legal reserve (mandatory and voluntary) and the goal of 60 hectares as a forest replacement area that, by the end of the period, had already been planted with new species over six hectares. In Maranhão, we chose to recover an old landfill in the municipality of Lima Campos, transforming the previously degraded landscape. Aware of the paramount importance of biodiversity and the ecosystem services promoted by forest replacement, we created the Reforest Program during the year in partnership with the Secretariat of the Environment and Natural Resources of the State of Maranhão, the Mearim River Hydrographic Basin Committee and local city governments. Through the initiative, we will recover an initial area of 60 hectares, equivalent to approximately 85 football fields, in the vicinity of the Mearim River Basin and in the Mirador State Park, in the Itapecuru River Basin. The work aims at the recovery of biomes and the preservation of the Maranhão river basins, which play a fundamental role in the local economy and in the supply of water to the state's population. The program will act as a pilot for the deployment of actions that will contribute to our ESG 3 Commitment. In addition, it prioritizes areas with potential for agroforestry systems to encourage environmental preservation and socio-economic development. During the operation of our assets, we mitigated, assuring rigorous Socio-environmental Control and Monitoring programs, any potential impacts of waste generation and disposal, effluent discharge noises and atmospheric emissions. Forest and reforestation reserve areas Habitats protected by the assets Origin/Conservation Unit E&P Reforestation UF Action 509 hectares of legal reserves (mandatory and voluntary), in 2021 60 Area (ha) MA Replacement of seedlings that have been suppressed Maranhão Legal Reserve* MA Voluntary conservation of the remaining area of the former legal reserve 308 Amazonas Legal Reserve* AM Compulsory conservation Roraima Legal Reserve* RR Compulsory conservation. Tauá Legal Reserve* CE Compulsory conservation Total 126 33 42 569 sustainability report 2021 * Reserve areas keep the original vegetation cover. natural capital#94eneva Atmospheric emissions GRI 103-1, 103-2, 103-3 - Pollution prevention | 103-1, 103-2, 103-3 - Emissions management | 305-7 | IF-EU-120a.1. | EM-EP-110a.3 | EM-EP-120a.1 < 94 > Percentage of air emissions from installations located in or near population-dense areas¹ 2021 47% 41% 39% 26% We are aware of the polluting potential of our activities and have taken actions to minimize the socio-environmental impacts of our operations. Our strategy, in and of itself, aims at expanding the use of natural gas, the main input for our generation plants and the cleanest of fossil fuels. In addition, interference in the atmosphere is evaluated from development-to-operation of the assets, through minimization, mitigation, control and monitoring actions. We developed specific studies to evaluate the support capacity of air basins, following the main atmospheric modeling methodologies recommended by the U.S. Environmental Protection Agency. Furthermore, air quality data prior to project installation is evaluated for backgroundanalysis. For impact mitigation purposes, our power generation assets have emission reduction equipment for NO, (Low- NO), and SO, abatement (desulfurizers - in the case of coal assets) and bag filters (in the case of coal assets). We also apply corporate procedure (PR.CRP.HSE.024 - Management of Atmospheric Emissions) which establishes the control, by the operating units, of atmospheric emissions, with the annual realization of emission inventory and adoption of control systems. Thus, we constantly are evaluating alternatives to reduce atmospheric emissions and/or the impact on air quality. The subject is addressed in internal and external audits, and the performance and compliance with the internal and legal limit are the subject of critical environmental analysis meetings, held at specific intervals with the participation of operational and corporate leaders. In 2021, the Brazilian electricity sector faced one of the sharpest scarce water crises ever recorded, causing a significant drop in the levels of the country's hydroelectric reservoirs. Faced with this scenario, the National Electric System Operator (ONS) requested that our thermoelectric plants be dispatched throughout practically the entire year, which offered greater security in the supply of energy. Hence, there was a natural increase in the emissions foreseen in the process. There was no violation of our legal limits and internal targets - more restrictive than Brazil's environmental legislation. NO 50x MP CO 1 For the indicator, the Itaqui operating unit was included, which is located close to a densely population area. The indicator started to be monitored in 2021 and, there- fore, has no historical series Significant atmospheric emissions (metric tons)" NOX SOX Particulate matter (PM)² Other standard categories of atmospheric emissions identified in regulations (CO) 2019 2020 2021 3,397.16 11,185.63 2,589.64 7,481.71 4,713.48 13,393.15 282.90 181.38 402.54 n/a 3,497.74 124.03 We do not measure emissions of persistent organic pollutants (POPS), volatile organic compounds (VOCs), hazardous air pollutants (PAHs), lead (Pb) and mercury (Hg). 2 Particulate matter is a parameter measured only in the Itaqui and Pecém operating units. In gas-fired power plants, particulate matter is not an emission associated with the power generation process. sustainability report 2021 natural capital#95eneva Greenhouse Gas Emissions GRI 305-1305-2 | 305-3 | 305-4 | 305-5 GHG Emissions (tCO₂e) Direct emissions (Scope 1) GRI 305-1 Indirect emissions (Scope 2) arising from the purchase of energy² GRI 305-2 Indirect emissions (Scope 3) GRI 305-3 Gases included in the calculation: CO2, CH4, N2O and HFCS. 2019 2020 5,478,635 4,604,036 1,726 1,673 n/d 18,925 < 95 > 2021 7,549,043 2,113 38,472 2 In the localization approach to electricity purchase, emissions are the product of the multiplication of electricity consumption by the emission factor of the Brazilian grid (SIN). According to the Ministry of Science, Technology and Innovation, the emission factor of the SIN's electricity generation in 2021 was 0.1264 tCO2/MWh. We follow our commitment to transparency through the realization and publication of the GHG inventory, respecting all applicable categories established by the GHG Protocol method. Since 2020, our entire operational chain has been inventoried, verified by a third party and disclosed in the Public Emissions Registry (RPE). In 2020, this process was qualified as Gold by the Brazilian GHG Protocol Program, recognition of the highest level in our emissions reporting. For 2021, we recorded a 6% increase in our emissions intensity, reaching the regular level of 0.61 tCO2e/MWh. We consider this increase to be natural, due to the water shortage that the electric sector faced in 2021, requiring a greater dispatch of the various thermoelectric plants from our generation park in order to help bolster national energy security. Even so, we recorded a 3% reduction in the intensity of coal emissions (from 0.90 to 0.87), reflecting the constant search for efficiency improvements in our assets. Our intensity is lower than that of other coal-fired power plants in the United States, whose average is 1.12 tCO2e/MW, according to data published by the U.S. Energy Information Administration (EIA). In the natural gas generation assets, we registered an increase from 0.45 to 0.49 in emission intensity, as a result of the higher power generation of the single-cycle plants (Parnaíba I, III and IV). Despite the increase, we came in under the benchmarking of plants using the same model that, in the United States, for example, have an average intensity of 0.54. We continue to pursue actions to boost the efficiency of our assets so that, over the next few years, we can reduce the intensity of our emissions and, moreover, we are aware of the need to reduce our carbon-equivalent footprint. Therefore, in 2021 we published our commitments to achieve net zero in 2050, leading the energy transition in a fair and comprehensive manner, without affecting our country's energy security. Regarding our absolute emissions, we recorded, in Scope 1, emissions of 7.5 MtCO₂e, a reflection of the high energy production due to the water scarcity that the country experienced. In Scope 2, there was a 26% increase in emissions due to the resumption of activities in the administrative offices, due to the flexibilizing of sanitary protocols and higher dispatch of energy generation assets. The increase in Scope 3 emissions resulted from the greater amount of coal being unloaded per ship, also due to the higher dispatch requirements. CO₂ GHG emission intensity (tCO₂e/MWh) GRI 305-4 2019 2020 2021 Scope 1 Energy Intensity Scope 2 energy intensity Energy Intensity of Scopes 1 and 2 0.60 0.57 0.61 0.0002 0.0002 0.0002 0.60 0.57 0.61 GRI 305-5 No reduction inemission intensitywas observed in 2021 for our general number. We consider the increase in our Scope 1 emissions to be natural, due to the water shortage faced by the electricity sector in 2021 requiring greater dispatch of the different thermoelectric plants in our generation park in order to maintain national energy security. sustainability report 2021 natural capital#96eneva Consumption and allocation of resources Energy consumption (G)) GRI 302-1 Energy There are no substantial impacts arising from electricity consumption in our operations - in 2021, we recorded consumption of 18,104 MWh of electricity per concessionaire and 21,935 MWh of self-production by our assets. Our units are partially served by two photovoltaic plants: UFV M2, located in Santo Antônio dos Lopes (MA), within the facilities of the Parnaíba Complex, with an installed capacity of 0.480 MWp and that feeds 24 gas production/treatment clusters; and UFV M1, in Lima Campos (MA), on the premises of the Gavião Branco Natural Gas Station (EPGVB), with an installed capacity of 0.191 MWp and responsible for supplying the EPGVB itself. Both supply energy to the Primary Natural Gas Treatment Station of the Parnaíba Natural Gas Treatment System (STGP) Thus, even if there is no major impact, we reduce the cost of energy from the local concessionaire and contribute to national energy security. GRI 302-1 | 302-2 Total consumption of fuels within the organization from non-renewable sources Energy Consumption sustainability report 2021 Total energy consumption (GJ) Coal 2020 2021 Total Headquarters E&P Generation 23,145,242.22 Diesel* Gasoline* 109,879,859.32 644,789.46 Natural Gas 68,062,728.70 TOTAL 201,732,619.70 Electricity (concessionaire) Self-generation electricity (renewable) TOTAL 64,776.00 1,343.57 < 96 > Total 42,432,848.45 42,432,848.45 36,289,257.76 75,948,654.19 112,237,911.95 429,385.40 656,247.64 1,085,633.04 376,494.65 105,319,871.11 105,696,365.76 37,095,137.81 224,357,621.39 261,452,759.20 3,579.35 78,966.48 60,253.18 64,776.00 1,343.57 82,545.83 60,253.18 201,797,395.70 1,343.57 37,098,717.16 224,385,044.72 *At the end of 2021, gasoline and diesel sold in Brazil had 27% and 10% of ethanol and biodiesel, respectively in their composition. 65,176.11 78,966.48 144,142.59 261,485,105.45 natural capital#97eneva Water and effluents GRI 103.1, 103-2, 103-3 - Protection and management of water resources | 303-1 | 303-2 | 303-3 | 303-4 | 303-5 | IF-EU-140a.1 | IF-EU-140a.3 | OG5 Our generation assets represent the largest volume of water abstraction and consumption. The input is fundamental for this activity and used, with less relevance, in the activities of exploration and production of hydrocarbons. In thermal generators, the average consumption can vary according to the type of cycle and cooling technology used, the humidity and ambient temperature, in addition to the chemical and physical characteristics of the water collected, with the cooling of the water-steam cycle being the biggest consumer. For this reason, all our plants that use water for cooling have a recycle system, allowing the reuse of water in its liquid state. We highlight the case of TPP Pecém II, which has the highest salt concentration cycle, which can reach up to 15x, achieving a substantial reduction in water consumption. The main impact associated with use is the concentration of salinity and chlorine in generation and, in the case of E&P, chemicals in well drilling. Thus, due to the importance in our production process and for the surrounding communities, for the development and conception of our assets, we conduct extensive studies of water availability and of the support capacity for effluent disposal. These studies guide us in the correct adoption of technologies compatible with the availability of the territories in which we operate. The TPP Jaguatirica II will be the first in Brazil with Air Cooled Condenser (ACC) technology for cooling the water-vapor cycle. In this process, hot air cooling occurs with thermal exchanges with atmospheric air by means of fans, without significant water consumption. In addition, in 2021 we adopted new KPIs in the Water Resources and Effluents Management procedure, as a result of the procedure published in 2020, in order to improve traceability, management performance and monitoring processes. The current indicators include data from: > New water collected and reused, broken down by source (m³); > Total water consumption (m³); > Water abstraction rate (m³/MWh); > Volume of effluents generated, broken down by type (m³); > Industrial effluent generation rate (m³/MWh); > Deviation in the monitoring of effluents in the control with external releases (number of legal violation). 8% reduction in the intensity of new water abstraction, compared to 2020 The indicators are used for critical performance analyses by specific committees, carried out regularly and used as a decision-making instrument. All our operational units apply a Control and Monitoring Plan for Water Resources and Effluents, considering the licenses and authorizations for the activity and the appropriate legislation. The monitoring data reveals if the industrial activity alters the quality or availability of the water resource, and any eventual deviation is formally registered in the Redmine System and dealt with through preventive and corrective actions designed to avoid recurrence. sustainability report 2021 97 > natural capital#98eneva < 98 > Water abstraction GRI 303-3 Most of the water consumed comes from the sea and rivers, but there is no direct abstraction from any conflicting watersheds. We follow principles and values focused on awareness and reuse of the resource, strictly complying with the operational and legal requirements set forth in the grant, monitoring the flow captured and performing all the legal analyses of water quality, both at the entrance and at the exit of the operations. We are part of the Mearim River Hydrographic Basin Committee, because there is direct water withdrawal from the Mearim River for the Parnaíba Complex - only 0.5% of the river's flow is used by the plants. In Pecém II, the water is supplied by the Companhia de Gestão de Recursos Hídricos do Ceará, (Cogerh). In the Parnaíba Complex, in specific and transient situations, there is also groundwater abstraction to ensure the operational reliability of our assets. sustainability report 2021 TPP ITAQUI Location of water collection/return: São Marcos Bay, Maranhão. Resource Type: Surface. Authorization: Waiver of Grant from the National Water Agency - ANA. TPP PECÉM II Water collection/return location: Channel of the Integrated Supply System of the CIPP and Catuana (SIACC). Resource type: surface. Authorization: Grant of Right of Use No. 063/2020. PARNAÍBA THERMOELECTRIC COMPLEX Water catchment/return location: Mearim River and Sambaíba Aquifer, Maranhão. Resource type: surface and underground. Authorization: Grants of Right of Use no. 0493307/2017, 047412/2016, 004006/2019, 2056060/2016 and 2056221/2016. E&P ACTIVITIES Water collection/return location: local dams (when applicable). Resource type: surface and underground. Authorization: requested from the supplier (when applicable). New water abstraction (ML) ENEVA Total 16,264.63 13,342.35 11,223.48 2019 2020 2021 Water abstraction new Intensity (ML/MWh) - Generation assets New water abstraction by Source 25% ENEVA 25% Total 2021 5% 45% Capture of new water by Activity 1.49 1.39 1.28 ENEVA Total 2021 0.4% 0.9% 98.7% 2019 2020 2021 In 2021, including power generation, E&P and construction works, 16,264.63 ML of new water was captured, 45% more than in 2020, due to greater dispatch. Despite the higher absolute catchment, our intensity decreased by 8%, reflecting greater efficiency and conscious use of water. P Surface Groundwater Maritime Third Parties Generation E&P Civil Works Check the Annexes for other data on water withdrawal and consumption natural capital#99eneva Effluents GRI 303-2 | 303-4 | IF-EU-140a.1 | OG5 Total Effluent Eneva (ML) 6,203.61 3,439.63 < 99 > Effluent Generation Total water disposal in all areas Intensity (ML/MWh) - Generation assets by destination types (ML)' GRI 303-4 | IF-EU-140a.1 2019 2020 2021 7,448.91 Surface water 2,700.11 728.622 742.63 (Parnaíba Complex) Re-injection in gas well n.d 6.40 10.08 Seawater (Itaqui) 0.69 0.59 Water for third parties (Pecém II) 3,295.80 207.70 2,532.30 152.00³ 5,204.48 295.97 0.43 Others n.d 20.28 1,195.75 Total 6,203.61 3,439.60 7,448.91 2019 2020 2021 2019 2020 2021 We do not dispose of or drain water that significantly affects water bodies, habitats or areas of high environmental sensitivity. We have a specific procedure for the management of effluents at the corporate and operational level, with control, by volume and type, in all activities with the potential to generate industrial, sanitary and oily effluents. In cases of disposal to a third- party company, we require proof of licensing for the activity and proof that the final disposal is in accordance with the legislation - federal, state and municipal, with emphasis on compliance with Conama Resolution 430/2011 on the disposal of effluents - and with our internal requirements. In addition, we operate our own Effluent Treatment Stations and apply effluent monitoring and quality control programs before final disposal. The raw material is always returned in better quality conditions than it was in the capture stage. In 2021, 7,449 ML of effluents were generated, considering all activities (power generation, E&P and works), representing an increase of 117% due to the lower dispatch in 2020 resulting from the Covid-19 scenario and higher dispatch of thermoelectric plants in 2021, due to the water scarcity situation. Industrial Oily Sanitary Cooling water sustainability report 2021 "The operational assets considered in the scope of the response are: Itaqui, Pecém II, Parnaíba I, II, III and IV and STGP (produced water). 22020 value recalculated taking into account only surface water, previous amount considered third-party water. This year, with improvements, we report separately. 3 2020 value recalculated considering improvement in water classification for third-party. 4 Others refers to the generation of effluents from contractors not controlled by us, by type of destination Effluent generation by source (ML) Total water disposal in all areas, 2019 2020 2021 by effluent type (ML)' GRI 303-4 n.d 2.42 1,167.21 2019 2020 2021 n.d 1.58 n.d 16.02 2.74 25.80 Fresh water (total dissolved solids equal to or less than 1,000 mg/L); n/d 880.62 1,038.59 6,203.61 3,413.21 6,243.07 Other types of water (total dissolved n/d 2,532.30 5,204.48 solids greater than 1,000 mg/L). Produced water n.d 6.39 10.08 Total 6,203.61 3,439.62 7,448.90 'The data started to be monitored in this manner from 2020 and are not available for 2019. The operational assets considered in the scope of the response are: Itaqui, Pecém II, Parnaíba I, II, III and IV and STGP (produced water). natural capital#100eneva < 100 > Waste GRI 306-1 | 306-2 | 306-3 | 306-4 | 306-5 | SASB IF-EU-150a.1 Our activities have no significant potential impact on the environment due to the waste generated, mainly ash from coal-fired power plants, followed by clay gravel, resulting from the drilling of natural gas wells, but of little relevance. Nevertheless, to comply with the National Solid Waste Law and standardize the activities over the entire management process, from generation to final disposal, we adopted a corporate Waste Management procedure starting in 2020. It aims to ensure the correct segregation, for temporary storage, transportation and economic and environmentally appropriate final disposal. In the year, due to the higher dispatching of the mineral coal assets, we registered a 79% increase in the ash generated by the activity, and 100% of this waste is prepared to be sold and reused by the cement industry, without environmental impacts and encouraging the circular economy, fundamental in sustainable businesses. The initiative of reuse of ash by the cement industry replaces the use of clinker in cement production and since 2016 has already indirectly contributed to a reduction of 231,000 tCO₂, through the reuse of 256,000 tons of ash. These quantities refer to the ash generation at Pecém IITPP. In 2021, we generated a total of 118,500 tons of waste, considering waste of classes I, II and III. Of this total, 81% represent our generated ash and we registered 90% in our Sustainable Destination Index (IDS). In 2021, 82,900 tons were destined for recycling, composting and/or co-processing, and another 9,200 tons were destined for industrial landfills or other purposes. The year included the introduction of the Solid Waste Management procedure in six new corporate and operational indicators in the Health, Safety and Environment Management System, which seeks to cover all the details in the management routines, locally. The management of the entire process is further qualified through a waste inventory that is prepared monthly for each unit by our Operational Environment area, as defined by internal procedures. In addition, each quarter this control is presented to the Corporate Environment area, for the consolidated analysis of the results and treatment of eventual non-compliance issues through preventive and corrective actions in all of the company's operating units. The process of segregation, classification, and packaging is our responsibility, while the final disposal is the responsibility of a contracted and duly licensed company. All of these management 82.9 thousand tons were destined for recycling 9.2 thousand tons destined for industrial landfills or other purposes procedures are compiled in a Solid Waste Generation and Disposal Inventory, per unit, containing the mapping of the waste from the generating process to the type of final disposal. We also use a Waste Transport Manifest Control (MTR) containing the classifications according to the applicable standards and legislation, duly registered in the Ministry of the Environment's SINIR system. 1 The literature shows an estimate of between 800 to 1000 kg CO₂/t Clinker (see site). Waste diverted from disposal GRI 306-4 In tons 2021 within the organization Outside the organization Total Preparation for reuse Preparation for recycling Preparation for composting 0 80,000 80,000 0 2,027 2,027 0 891 891 Total 0 82,918 82,918 Total waste associated with coal combustion and recycled percentage GRI 306-3 | IF-EU-150a.1. Total CCR waste destined (in tons) Total recycled RCC waste (in tons) Percentage of recycled RCC waste (%) * Revised data in relation to that published in the 2019 Report. 2019* 2020 57,448 53,497 2021 96,022 57,448 53,497 80,000 100 100 83%2 2 We continue the practice of allocating 100% of the ash generated in our coal operations for reuse. Part of the ash generated in 2021 was temporarily stored in the yard for correct disposal in 2022. GRI 102-48 sustainability report 2021 natural capital#101eneva sustainability report 2021 financial capital < 101 > financial capital =#102eneva Economic-financial performance The year 2021 was marked by the biggest hydrological crisis in the last 90 years, which led to an increase in thermoelectric generation, and by the gradual resumption of economic activity and consequent recovery in energy consumption after the impact caused by the Covid-19 pandemic. In this scenario, we achieved net operating revenue of R$ 5,124 million, an increase of 58% compared to 2020. Net income for the period was R$ 1,173 million, 16.4% higher than last year. With the higher level of our activities, we posted operating costs of R$ 3,181.7 million and operating expenses of R$ 544.8 million, respectively 82.3% and 21.5% above 2020, a year in which there was lower dispatch of our thermoelectric plants. Due to this performance, we recorded the highest Ebitda in our history, R$ 2,256 million, 39.5% higher than in the previous period. Our cash position was R$ 1.7 billion at the end of 2021. Economic and financial indicators (in R$ million) 2021 2020 < 102 > % Net operational revenue 5,124.4 3,243.3 58.0% Operating costs Depreciation and amortization (3,181.7) (1,745.4) 82.3% (547.5) (419.2) 30.6% Operating expenses (544.8) (448.5) 21.5% Dry wells and PCLD (55.6) (17.9) 210.3% Depreciation and amortization (61.3) (62.9) -2.5% Other revenue/expenses 194.6 76.1 155.6% Equity pickup (0.7) (8.8) -91.7% Ebitda ICVM 527/12 2,200.7 1,598.9 37.6% Ebitda excluding dry wells' 2,256.3 1,616.9 39.5% Net financial result (186.5) (299.7) -37.8% 1,405.3 817.1 72.0% (105.9) (33.9) 212.7% (126.1) 223.3 Minority interests (0.0) (1.1) 1,173.3 1,007.6 N/A -99.3% 16.4% "In 2021 we achieved the best financial result in our history. We are able to continue investing in transformative projects, with above-average real returns and enhanced by an efficient capital structure." Marcelo Habibe, Chief Financial & Investor Relations Officer EBT Current taxes Deferred taxes sustainability report 2021 Net income 1 Ebitda calculated according to the guidelines of ICVM 527/12 and the accompanying Explanatory Note, adjusted to exclude the impact of dry wells and constitution or reversal of provisions for doubtful accounts (PCLD). financial capital#103eneva Investments In the consolidated statement for the period, we invested R$ 1,747.5 million, of which around R$ 480 million was financing from BNB and Basa for the Parnaíba V and Azulão-Jaguatirica projects, further strengthening our position - our free cash flow reached R$ 737 million, up from approximately R$ 613 million in 2020. The execution of the Capex of these two main capital projects continued as planned, although it underwent minor adjustments due to delays stemming from Covid-19 impacts. Renewable energy EM-EP-420a.3, OG2. In 2021, our revenue from the sale of renewable energy from solar energy was R$ 1,403,415.00. Throughout the year, we recorded approximately R$ 0.6 million in investments in the renewable energy segment, which represented 0.04% of the total investment in capital expenditures and acquisitions during the period. Investments included > Solar Power Distributed Generation: completion of DG pilot-plants in Santo Antônio dos Lopes/Maranhão and Mombaça/Ceará); > Solar Power Distributed Generation: Expansion Project - Preparation of studies aiming at the expansion of the Distributed Generation park, with the legalization of the future lands where the plants will be built. The project is in the initial phase of preparation, and its development will progress throughout 2022; > Solar Energy Centralized Generation: UFV Tauá Expansion Project - from 1 MWp to approximately 64 MWp - Preparation of technical studies aiming at obtaining the Environmental License. Preparation of the Basic Project, Certification of Solar Metrics, Preparation of Electrical Studies/Flow Margin in order to obtain an Access Opinion; > Wind Energy: Project for the Implementation of the Santo Expedito Wind Complex (330 MW), with the preparation of a technical study to meet the Environmental License criteria; Preparation of the Basic Project; Certification of Anemometric Data; Preparation of Electrical Studies/Flow Margin in order to obtain an Access Opinion; and Land/tax/accounting/ tax regularization of the area included in the project. Revenue generated by the sale of renewable energy, by source¹ EM-EP-420a.3 Solar 20192 R$ 281,700 2020² R$ 204,436 2021 R$ 1,403,415 In 2019 and 2020 our only source of revenue for renewable energy was from the Tauá photovoltaic plant. In 2021, the construc- tion of two other distributed generation plants, in the commercial model, was completed and, therefore, there was an increase in revenue when compared to previous years. 2 Data for 2019 and 2020 were adjusted after review of revenue from the sale of renewable energy. VITT R$ 1.7 billi invested of which approximately R$ 480 million in BNB and Basa financing for the Parnaíba V and Azulão-Jaguatirica projects sustainability report 2021 < 103 > financial capital#104eneva Debt As of December 31, 2021, our consolidated gross debt (net of the balance of deposits linked to financing contracts and transaction costs and including the impact of leasing) was R$ 7,910 million, with a maturity of approximately 5.3 years. The average spread for debts indexed to the IPCA was 3.8% and, for other debts, 1.4% over the CDI. Ratings On 12/21/2021, the S&P Global agency, in the National Brazil Scale LT, rating classified us on the brAAA Scale, with a Stable outlook. In the evaluation of Fitch Ratings, issued on 4/6/2022, in the National Long-Term Rating, we occupied the AAA Scale, also with a Stable outlook. S&P Global also reaffirmed in 2022 the ratings of our debenture issues, all classified on the brAAA Scale, with a recovery rating of 3. The reports are available on our Investor Relations site. Stock performance Listed on the Novo Mercado, B3's highest governance index, our shares on December 31, 2021 were quoted at R$ 14.15, down 8.9% in relation to the price registered in the last trading session of 2020 (R$ 15.53), while the Ibovespa (lbov) and the Electric Energy Index (IEE) showed devaluations of 11.9% and 7.9%, respectively. Distribution of added value GRI 201-1 In 2021, we computed a total additional amount to be distributed of R$ 2,953,147 thousand, of which R$ 381,701 thousand was for personnel (direct remuneration, benefits, FGTS, and contributions); R$ 1,212,844 to taxes, fees, and contributions; R$ 340,422 thousand for third- party capital remuneration; and R$ 1,018,180 thousand for own capital remuneration. Agency Outlook Scale Rating Date Rating Type Direct economic value generated and distributed GRI 201-1 Total additional amount to be distributed (R$) S&P Global Stable brAAA 12/21/2021 Brazil LT National Scale Personnel and charges (direct remuneration, benefits, FGTS and contributions) Taxes, fees and contributions Remuneration of third-party capital Fitch Ratings Stable AAA(bra) 4/6/2022 National Long Term Remuneration of shareholder's equity Total sustainability report 2021 <104 > 2020 2021 304,776 311,640 504,481 1,006,536 2,127,433 381,701 1,207,838 340,421 1,173,292 3,103,252 financial capital#105eneva Independent Assurance Statement LEAG - 020 BUREAU VERITAS Introduction Bureau Veritas Certification Brazil (Bureau Veritas) was engaged by Eneva S.A.(Eneva) to conduct an independent assurance of its Annual Sustainability Report for the year 2021 (hereinafter referred to as the Report). The information published in the Report are Eneva's management sole responsibility. Our Bureau Veritas' responsibilities are defined in the following scope of work. Scope of work The scope of this verification encompassed the Standards and Principles of the Global Reporting InitiativeTM for Sustainability Reports including specific Sustainability Accounting Standards Board (SASB) indicators and refers to the reporting period from January 1 to December 31, 2021. ENEVA AND BUREAU VERITAS RESPONSIBILITIES The preparation, presentation and the content of the Report are Eneva's management sole responsibility. Bureau Veritas is responsible for providing an independent opinion to the Stakeholders, pursuant to the scope of work defined in this statement. Methodology The assurance work covered the following activities: 1. 2. Interviews with the personnel responsible for material issues and Report content. Remote audits in the head office in Rio de Janeiro/R) and the following operational units: Parnaíba/MA, Azulão/AM, and Itaqui/MA 3. Review of documentary evidence provided by Eneva in relation to the reporting period (2021). 4. Evaluation of the systems used for data compilation. 5. Analysis of stakeholder engagement activities developed by Eneva 6. Evaluation of the method used to define material issues included in the Report, taking into account the sustainability context and the scope of the information published. The level of verification adopted was Limited, according to the requirements of the ISAE 3000 Standard2, which were incorporated to the internal assessment protocols of Bureau Veritas Limitations and exclusions Excluded from the scope of this work was any assessment of information related to: Activities outside the defined reporting period. Statements of position (expressions of opinion, beliefs, goals, or future intentions) on the part of Eneva Accuracy of economic and financial data contained in this Report which has been taken from financial statements verified by KPMG as independent auditors. The Inventory of Greenhouse Gas (GHG) emissions has been externally verified by SGS, in an independent process. Data and information from affiliated companies, over which Eneva has no operational control 1 Materiality, Stakeholder Inclusiveness, Sustainability Context, Completeness, Balance, Comparability, Accuracy, Periodicity, Clarity, and Reliability 2 International Standard on Assurance Engagements 3000 - Assurance Engagements other than Audits or Reviews of Historical Financial Information sustainability report 2021 < 105 > annexes ==#106eneva The following limitations apply for this assurance engagement: The Reliability of data was assessed on a sampling basis, related to material aspects published in the Report Economic information presented within the Report were assessed specifically against the GRI reporting principles of Balance and Completeness. Technical opinion on the report and the assurance process Throughout the assurance process we found a reliable system for collecting and consolidating the data that constitute the Report. The people responsible for the material issues, who responded to the assurance, demonstrated adequate knowledge about the indicators and the process of the Report's preparation. Eneva's Report consists of a complete edition available on the company's website. The scope of our assurance covered the data and GRI indicators for 2021 on the material issues presented in this publication, including specific Sustainability Accounting Standards Board (SASB) indicators. Eneva presents its Report based on 4 strategic pillars, divided into 10 material issues, updated in a materiality study in February 2021. In our understanding, the revision of the issues provides an updated perspective on the impacts of the company's activities. The data presented to address the energy (302-1 and 302-2), and emissions (305-2, 305-3 and 305-4) indicators of the GRI, are part of Eneva's Greenhouse Gas (GHG) Emissions Inventory, assessed by SGS in 2022, based on NBR ISO 14.064-1/07 and will be submitted to the review of the Brazilian Program of the GHG Protocol, within the deadlines established by the program; We found that studies on biodiversity are conducted during the environmental licensing processes of the sites, both for the implementation and operational phases. However, in 2021 the company has demonstrated that it has been working on strategies in relation to risks and opportunities related to biodiversity, from which we can highlight the elaboration of a biodiversity management procedure establishing new indicators, as well as the publication of the ESG Commitment 3 "Contribution, until 2030, to consolidate 500 thousand hectares of protected areas in the Legal Amazon". Regarding Social performance data, we found that Eneva presents in a transparent way the negative and/or positive social impacts of its activities and has shown a robust management of the monitoring of both its own and sponsored social projects and programs. Eneva reports information on local suppliers, making it possible to perceive the impact of each operation on the local supply chain. However, this is a practice of the organization, but not yet a formalized management process. We found the implementation in 2021 of new management indicators for water resources and effluents, thus increasing the traceability and performance of management and monitoring. Eneva reports data associated with waste. However, the scope of the information is focused on ash waste (coal plant), due to its relevance. Other waste generated are accounted for by the operations individually, but do not yet have an effective control of the consolidated generation of the data. We found that Eneva has a "Redmine" system for investigating all incidents and deviations in the company, and in 2021 the Corporate HSE implemented a critical review of the investigations, strengthening data reliability. Additionally, we found that the company is improving the monitoring of HSE indicators. We have assessed Eneva's Risk Mapping, which includes the risks of corruption and its controls based on policies, independent reporting channel, integrity mechanism. for suppliers, management of conflicts of interests, consultation channel, with this issue classified as "Remote" by the methodology of the adopted risk matrix. It is our understanding that sufficient indicators have been reported to achieve the Core option of the GRI Standard for Sustainability Reporting. Recommendations Present the management method adopted for the Supply Chain issue and indicators associated with local suppliers, according to the reporting requirements of the indicators 204-1 and 102-9. Report in a more complete way the data related to waste, considering all the waste generated by the operations, according to the reporting requirements of the 306 GRI indicators. Present for the next cycle the implemented management strategy and indicators associated with biodiversity-related risks and opportunities. Conclusion As a result of our assurance, we concluded that: The information presented in the Report is balanced, consistent and reliable. Eneva established appropriate systems for the collection, aggregation and analysis of quantitative and qualitative data used in the Report. The Report adheres to the Principles for defining report content and quality of the GRI Standards for sustainability reports and meet its Core level. sustainability report 2021 < 106 > annexes ==#107eneva Declaration of independence and impartiality Bureau Veritas Certification is an independent professional services firm specializing in Quality, Health, Safety, Social and Environmental Management, with more than185 years' experience in independent assessment. Bureau Veritas implemented and follows a Code of Ethics throughout its business, in order to assure that its staff preserve the highest standards in the performance of their activities. We are particularly attentive to avoid conflicts of interest. The assurance team has no links with Eneva, other than the independent assurance of the Sustainability Report. We understand that there is no conflict between other services performed by Bureau Veritas and this assurance conducted by our team. The team that conducted this assurance for Eneva has extensive knowledge in information and systems verification, which involves environmental, social, health, safety, and ethical issues, which allied to the experience in these areas, allows us a clear understanding about the presentation and verification of good corporate responsibility practices Contact https://certification.bureauveritas.com.br/ fale-conosco/ Phone (11) 2655-9000. Jurrafuedes Anna Guedes Lead Auditor for Assurance Sustainability Reports (ASR) Bureau Veritas Certification - Brazil sustainability report 2021 < 107 > annexes ==#108eneva sustainability report 2021 annexes 贸 eneva annexes < 108 >#109eneva About us < 109 > Participation in Brazilian or international advocacy associations and organizations GRI 102-13 Brazilian or international advocacy associations/organizations Brazilian Association of Electricity Companies (ABCE) (Apine) Brazilian Institute of Petroleum and Gas (IBP) Brazilian Association of Independent Petroleum and Gas Producers (Abpip) Brazilian Association of Thermoelectric Generators (Abraget) Brazilian Mineral Coal Association (ABCM) Brazilian Association of Electricity Suppliers (ABRACEEL) Brazilian Association of Photovoltaic Solar Energy (Absolar) Brazilian Business Council for Sustainable Development (CEBDS) Brazilian Association of Infrastructure and Base Industries (Abdib) Context of the type of participation (in governance, in committees/commissions/projects, financial support, strategic importance) We form part of the staff of different Working Groups (WGs) established internally by Apine: Planning WG; Operations WG; Regulation WG; Legal WG; Environment WG; Economic WG; Research and Development WG; Alternative Sources WG; and Institutional WG. We participate in the IBP at various levels of governance, with collaborators on Executive-Committees, Commissions and WGs. Furthermore, Pedro Zinner, our CEO, holds a seat on the Exploration and Production Administrative Board. The WGs are focused on the discussion of current specific issues and infra-legal alterations; the Executive-Committees are monitored by our general-managers, thus ensuring the expansion of the debate and representation in legal changes at federal level. We participate actively on the Natural Gas, Legal, and Tax and Finance Executive-Committees, all of which are critical to the improvement of the business climate in Brazil. Our director, Damian Popolo, was a member of the Abpip Executive Board until December 2021, during a period when other employees also occupied seats on the Legal and Regulatory Affairs, Communication, and Common Demands Committees. We have a seat on the Board of Directors of Abraget and we take part in the entity's ordinary and extraordinary meetings. We have a seat on the association's Board, which meets on a quarterly basis to discuss relevant issues. We participate in WGS within this association and have a seat on the vice-presidency of the Board. Our participation in Absolar stems from the fact that we have a solar plant (Tauá UFV) and GD projects. Through the Leaders Council, our CEO discusses the positioning of the leading Brazilian companies on issues such as energy efficiency, climate change, reduction of inequalities and environmental protection. We also participate in Cebds' theme-based committees. We hold a seat on the Advisory Board and participate in the Petroleum and Natural Gas committees (in which we perform a coordinating role), as well as the Electricity Generation committee. sustainability report 2021 annexes =#110eneva < 110 > Brazilian or international advocacy associations/organizations Maranhão State Federation of Industry (Fiema) Amazonas State Federation of Industry (Fieam) Context of the type of participation (in governance, in committees/commissions/projects, financial support, strategic importance) We are a permanent member of the Environment and Infrastructure committees. Within Fiema, we form part of the management committee of the Suppliers Development Program, currently chaired by our ESG Manager. Together with FIEAM, Eneva participates periodically in sector discussions, independently providing the perspective of the largest integrated energy company at state level. Brazilian Center of International Relations (Cebri) Acende Brasil Institute Brazilian Institute of Corporate Governance (IBGC) We participate in the Cebri Energy Center, where issues are discussed involving energy transition, the new market for natural gas, climate change and regional integration. The Brazilian Electricity Sector Observatory offers qualified information to ensure that different players throughout society are able to develop opinions on various issues, including the activities of the regulatory agencies, electricity bill taxes and charges, energy auctions, tariffs and regulations, and the environment. The IBGC is a non-profit organization, and a domestic and international benchmark in corporate governance. The Institute contributes to the sustainable operation of organizations through the creation and dissemination of knowledge about best practices in corporate governance, influencing and representing a broad range of agents. Institute of Internal Auditors (IIA) - Brazil Brazilian Association of Publicly Held Companies (Abrasca) Pecém Industrial and Port Complex Association of Companies (Aecipp) 'Movimento Brasil Competitivo' (MBC) The IIA is an organ that is responsible for spreading and improving professional practices relating to Internal Auditing and our participation aims to ensure that we are continually kept abreast of developments relating to this issue. Abrasca works so that issuing companies can access resources competitively and provide compensation for all efforts and risks fairly and in a manner that is freely agreed upon between the parties, recognizing the importance of ethical, respectful, transparent, harmonious and long-lasting relations of Brazilian publicly-held companies with their stakeholders. Association in this entity provides a basis for the development and strengthening of business activities at the Industrial and Port Complex of the Port of Pecém. Together, the associated companies of Aecipp generate more than 9,000 jobs and annual invoicing of more than R$ 12.5 billion. Our Complex is an important asset for the State of Ceará, capable of promoting an enormous amount of sustainable business through the collaboration and integration of the associate companies. We are the leading energy sector company within the MBC, with our participation focused on discussions that increase the competitive standing of the energy sector, work towards a reduction in the Brazil Cost, and encourage the engagement of public agents in the areas that benefit the Brazilian industrial sector. sustainability report 2021 annexes ==#111eneva Engagement of stakeholders Approach for engagement of stakeholders GRI 102-43 Stakeholder Communities in the Direct Area of Influence Communities in the Indirect Area of Influence Engagement approach Home visits, telephone contacts, meetings and communications Home visits and telephone contacts Property owners located in the easement strips Home visits and telephone contacts Frequency of engagement Periodic Periodic Periodic Cluster property owners Municipal and State schools Population in general Home visits and telephone contacts Development of socio-environmental projects Meeting '0800' demands Publication of information on events and activities on social media Periodic Periodic Whenever necessary Periodic Municipal Health Centers Child Protection Agencies NGOs Community Associations and Leaders Municipal Departments Ministry of Mines and Energy (MME) Energy Research Company (EPE) Meetings, institutional interactions and social projects Meetings, institutional interactions and social projects Meetings, institutional interactions and social projects Meetings, institutional interactions, social projects, communications and visits Meetings, institutional interactions and social projects Contact with the Minister or the Secretaries of the departments for alignment relating to implementation of policies for the electricity sector that have an impact on our operations or the sector itself; discussion on the planning of the sector, with monitoring of the safety of the energy supply and definition of preventative actions, when applicable. Contact takes place via official letters, official MME systems, or meetings. Contact with technical staff and/or secretaries in order, principally, to discuss subsidies for the formation, planning and implementation of actions relating to the national energy policy, including issues relating to electricity auctions. Contact takes place via official EPE systems or through meetings. Whenever necessary Whenever necessary Whenever necessary Monthly Whenever necessary Frequent Frequent sustainability report 2021 < 111 > annexes#112eneva Stakeholder Engagement approach Frequency of engagement National Electric System Operator (ONS) Sector associations Maranhão State Government Maranhão State Department for Trade and Industry Maranhão State Department for the Environment Maranhão State Treasury Department State Health Departments of Maranhão, Amazonas, Ceará and Roraima Contact with technical staff and managers to address issues relating to the planning of electricity generation operations; for the provision of subsidies for planning the expansion of the electricity system; and for the development of optimized supply programs based upon the declared availability. Contact may take place via official letters, official ONS systems, or through meetings. Especially with those related to the electrical energy sector, to the oil and gas sector, to the industrial sector, and other sectors relevant to our business. Engagement takes place mainly through emails and meetings Meetings with the Secretaries of the departments related to the issues that are most closely connected to our operations. Participation in events related to issues including the environment, natural gas and energy organized by the Maranhão State Government. Support in combating Covid-19 Meetings with the secretary and the ministry's technical staff for the implementation of projects in the State. Institutional dialogs through official letters and monitoring of administrative processes Meetings with the environmental authority's technical staff to seek environmental licenses and authorizations, as well as find the best synergy between the environmental offsetting processes and our projects Meetings with the Treasury's technical staff to understand administrative processes, monitored by our Legal and Tax departments We collaborate with the state governments in tackling the Covid-19 pandemic, whilst we can count on the support of a group of technical staff to clarify doubts concerning the implementation of health care policies connected to the National Health Service (SUS). Frequent Permanent Permanent Frequent Permanent Only when necessary Only when necessary Maranhão Port Administration Company (Emap) Maranhão Gas Company (Gasmar) Municipal governments in Maranhão State Ceará Government Ceará State Department for Economic Development and Labor Ceará State Department for the Environment We have developed a permanent dialog with Emap, which administrates the port of Itaqui, into which the mineral coal for use at the Itaqui TPP is imported. The concession holder for piped gas services in Maranhão and an important commercial partner, Gasmar is responsible for the gas distribution tariff at the Parnaíba Complex, and for the operation and maintenance of the gas pipeline that connects the GTU to the TPP Relations designed to clarify doubts about our operations, social projects and the distribution of royalties. Support in combating Covid-19 Meetings with the Secretaries of the Ministries related to the issues that are most closely related to the operation of the TPP. Support in combating Covid-19 This is the state authority responsible for public policies related to the Industrial and Port Complex. We hold meetings with the technical staff to discuss solutions to the problem of irregular occupations in the regions close to the Complex. Meetings are held with the environmental authority's technical staff to analyze the environmental licensing and authorization administrative procedures. Permanent Permanent Permanent Only when necessary Only when necessary Only when necessary sustainability report 2021 < 112 > annexes#113eneva Stakeholder Ceará State Hydro-Resources Management Company (Cogerh) São Gonçalo do Amarante Municipal Government Rio Grande do Norte State Government Sustainable Development and Environment Institute (Idema) Engagement approach We maintain a commercial relationship with the company responsible for supplying water to the Pecém Industrial and Port] Complex Meetings with the municipal secretaries concerning the execution of partnerships on social projects Meetings with the public officials involved in the development of the State's energy policy Idema is a public authority, responsible for performing the environmental licensing processes on our projects. To assist in this, we have established alignment with the technical and institutional staff to ensure that the licensing procedure is performed speedily Frequency of engagement Only when necessary Frequent Only when necessary Frequent Rio Grande do Norte State Department for Economic Development Meetings for the presentation of new wind energy projects in the State, especially with the coordinators of industrial and energy policies Amazonas State Government Amazonas State Department for Economic Development, Science, Technology and Innovation Amazonense Gas Company (Gasmar) Municipal governments in the interior of Amazonas State Meetings with the Governor and state secretaries responsible for public policies that impact our operations and future projects. Support in combating Covid-19 Monitoring of the implementation of the Azulão project, as well as other actions related to the positive impact we have on the economic development of backwoods regions of Amazonas state An important stakeholder in the Amazon gas market, especially in relation to the small scale distribution to the end consumer Considering that the Azulão project is partially located in the municipalities of Silves and Itapiranga, we are in constant contact, addressing different issues, including actions of social responsibility, information designed to guarantee the safety of the operations and the employees, and support actions in the fight against Covid-19. Only when necessary Frequent Possible Permanent Permanent Roraima State Government National Electricity Regulatory Agency (Aneel) National Petroleum and Natural Gas Agency (ANP) sustainability report 2021 Meetings with the Governor and state secretaries responsible for public policies that impact the Jaguatirica Il project Permanent Constant contact to meet regulatory requirements and to send information for the supervision of the power generation activities (be it via official letters, by means of official agency systems, or through meetings) Permanent Constant contact to meet regulatory requirements and to send information for the supervision of the petroleum and natural gas exploration and production activities (be it via official letters, by means of official agency systems, or through meetings) Permanent < 113 > annexes ==#114eneva Stakeholder Land owners. Gas pipeline owners Residents on the transmission line easement area Representatives of social projects Educational units Institutional partners (Embrapa, Sesi, Maranhão State University, Federal University) Municipal and State Governments Engagement approach To ensure the activities and safety of the residents of the locations where we operate, we negotiate and liaison with all landowners in the regions of the natural gas exploration and production activities. At the end of 2021, we had 332 leasing agreements with land owners, in the states of Amazonas and Maranhão, in which we had R$ 7,494,802.16 invested. These agreements formalize our relationship with landowners for the passage of pipelines and the drilling of wells, among other activities We also have an ombudsman service for the local public Frequency of engagement Permanent Visits Visits Gatherings, meetings, communications and visits Gatherings, meetings, committees, communications and visits Gatherings, meetings, committees, communications and visits Gatherings, meetings, committees, communications and visits Monthly Monthly Monthly Monthly Monthly < 114 > Press Shareholders and other interested parties Brazilian Securities Commission (CVM) 'Brasil, Bolsa, Balcão' (B3). Distribution of releases Interviews Relationship meetings Meetings with the intention of clarifying doubts about our business and results Distribution of required documents to publicly held companies and contact to clarify doubts over our main documents, systems and platforms Distribution of required documents to publicly held companies and contact to clarify doubts over our main documents, systems and platforms Only when necessary For each material disclosure For each material disclosure To introduce spokespersons Frequent Only when necessary Only when necessary sustainability report 2021 annexes ==#115eneva Innovation strategy Research and development activities and expenditure aimed at providing reliable electricity and promoting sustainable development Categories Project A brief description of the projects developed in 2021 Total expected cost (R$) Sum allocated through to Dec/2019 (R$) Sum allocated in 2020 (R$) Capture of CO₂ This project aims to develop a pilot-plant to capture CO2 from the after-burning of mineral coal or natural gas. This involves pilot plant tests for CO, capture; process simulation for scale-ups; and synthesis of zeolites employing the waste from coal burning. 5,011,021.66 4,852,058.32 Application of ashes¹ Innovative services related to sustainability Electric mobility This project aims to use civil construction materials made from coal ash in highway paving, and plans the construction of a stretch of road paved using materials derived from coal ash. The project has been developed in partnership with EDP Brasil and is the continuation of a study involving the Federal University of Ceará, under which inputs have been developed from waste, with technical and economic feasibility, thus reducing environmental impacts. This project aims to identify business models related to electric mobility and develop a digital platform that connects consumers, entrepreneurs, and generators/distributors. It includes the development of a digital platform for transactions between electric vehicle users and electricity generators/distributors, created through the identification of winning business models and the feasibility assessment of recharge transaction technologies. sustainability report 2021 < 115 > Sum allocated in 2021 (R$) 70,440.00 88,523.34 1,679,261.00 1,498,988.36 180,273.07 0.00 12,729,111.21 0.00 6,227,452.76 3,559,817.05 annexes ==#116eneva Categories Project A brief description of the projects developed in 2021 Forward Curve Back-office Broker Coal Belts Analytical solutions Machine Learning 2.0 Machine Learning 2.5 sustainability report 2021 This project aims to develop a front-end tool for probabilistic forecasting of electricity forward contract prices through the creation of software based on statistical models, which consider both the current Brazilian market scenario and also future changes involving hourly prices. It also takes into account the trading of new financial products and uses an international benchmark analysis on energy market structures. This project involves the development of an integrated platform for energy contract trading and back-office management. It will create an electronic environment for bilateral contracting with potential reduction of back-office and financial risks through the Organized OTC Market. This initiative increases trust between the negotiating parties and reduces the informality of contracts and defaulting in execution, creating a safer environment for the growth of the free market, already underway through PLS 232/2016. This project aims to develop an inspection system with image analysis software, based on machine learning, that identifies overlap in coal-fired power plant conveyor belts, focusing on failure prediction and increasing their service life. The project therefore intends to create a digital platform that integrates the capture of thermal images by drone with processing via a machine learning algorithm, in order to automatically generate reports that facilitate maintenance routines and prevent financial losses by demurrage. This project is designed to improve methodologies and tools for characterizing regions with potential gas accumulation for the Parnaíba Thermal Power Complex within the ALINE (Automated Learning Intelligence for Exploration) computer system. The project aims to improve efficiency in the interpretation of seismic data and reduce exploration costs for natural gas reservoirs. The initiative is a continuation of the ANP R&D "Detection of gas accumulation signatures in seismic traces using deep-learning" project, under which the alpha version of the ALINE system was developed, using post-stack seismic image processing methodology and machine learning algorithms to more accurately identify regions with potential gas accumulation. This project aims to evaluate the methodologies included in the ALINE (Automated Learning Intelligence for Exploration) computer system in different test scenarios, with the intention of checking performance and the level of accuracy in the detection of potential accumulations of gas. It also seeks to extend the ALINE algorithms to reading, data preparation and training of the Machine Learning systems employing 3D seismic data. Total expected cost (R$) Sum allocated through to Dec/2019 (R$) Sum allocated in 2020 (R$) 116 > Sum allocated in 2021 (R$) 2,036,440.00 275,790.00 1,380,607.50 380,042.50 3,163,776.69 0.00 1,243,786.25 1,677,990.69 3,143,201.76 0.00 2,214,809.23 928,392.53 1,729,582.70 0.00 181,474.16 1,548,108.54 1,630,742.74 0.00 0.00 815,371.37 annexes#117eneva Categories Project A brief description of the projects developed in 2021 Energy efficiency Easement Strips Microgrids Development to new business models The Roraima NG Market¹ This project is developing an integrated system involving drones, cameras, and station (hardware) together with artificial intelligence software for the inspection and identification of anomalies in the easement strips of thermal power plant gas pipelines. The project aims to replace the manual procedure of easement strip inspections, which is extremely challenging in terms of logistics, availability/allocation of resources, and time. In order to increase the efficiency of this process, the project proposes developing an integrated hardware and software system that includes: RGB cameras, thermal cameras, and other sensors, hitched to a multi-rotor drone and a field control station (hardware), as well as an image processing algorithm based on neural networks for automating the identification of assets and possible anomalies. This involves the development of a generation management and consumption control system, involving numerous modes of generation, whilst implementing the concepts of 'HEM', in which the user will understand how they are using energy and, through suggestions and gamification, can then apply energy efficiency practices. Here we aim to analyze the effective conditions for the development of the natural gas market in the State of Roraima, using as a starting point the results of the Auction of the Supply to Boa Vista and Surrounding Regions, held on May 31, 2019, and the anchor project of the Jaguatirica II thermal power plant. Gas exploration and production technologies Machine Learning' In this area, we are aiming to obtain a tool that is capable of generating indicators of gas accumulation zones using machine learning algorithms from 2D ground seismic data. Total The projects received no investment in 2021, since the total forecast sum had already been reached. sustainability report 2021 Total expected cost (R$) Sum allocated through to Dec/2019 (R$) Sum allocated in 2020 (R$) < 117 > Sum allocated in 2021 (R$) 4,510,442.28 0.00 1,435,129.74 1,986,362.77 955,172.22 0.00 0.00 854,677.78 398,789.00 199,394.67 199,394.66 0.00 1,356,305.00 726,095.62 630,209.86 0.00 38,343,846.26 7,552,326.97 13,763,577.23 11,839,286.57 annexes ==#118eneva Operational performance EM-EP-000.A Production¹ Oil Thousands of barrels per day (Mbbl/day) Natural gas - Standard of million cubic feet per day (MMscf/day) 1. The sums informed, as in the case with oil, relate to the volume of condensed sums we produce at the Parnaíba NGTS. We do not produce synthetic oil or synthetic gas. EM-EP-000.B Number of offshore sites EM-EP-000o.C Number of onshore sites 1. Clusters under production were considered as onshore sites. The GTU and EPGVB installations were not included in the count sustainability report 2021 < 118 > 2019 2020 2021 0.054 0.043 134.85 2019 0 2019 22 0.054 205.68 130 2020 0 2020 25 2021 0 2021 25 annexes ==#119eneva Team profiles Number of proprietary employees, by employment contract and gender GRI 102-8 Gender and employment contract (permanent or temporary) 2019 2020 Men Women Part time 0 Full time Part time Full time Part time 718 0 835 0 0 189 0 232 0 Total 0 907 0 1067 0 2021 Full time 908 257 1165 1. For the calculation of the total number of employees, we counted the employees with fully-registered employment documents ('CLT') working for both limited and unlimited periods of time, and Disabled Persons. Statutory Directors included. We do not have any part-time employment contracts, except for those with Trainees and Interns, who are not included in the calculations. Total number of outsourced workers by region GRI 102-8 Region 2019 2020 2021 GRI 202-2 Percentage of the board members of important operational units contracted in the local community 123 2019 2020 2021 North 492 2,409 917 Northeast 1,855 3,494 3,518 Total members of senior management 80 97 109 Center-West 0 0 0 Southeast 44 77 126 South 0 0 0 Total members of senior management belonging to the local community Percentage of senior management belonging to the local community Members of the senior management contracted during the period covered by the report 57 67 66 71% 69% 61% 10 16 15 Total 2,391 5,980 4,561 1. For the distribution by region, we considered the employee's work location in December of each respective year. Members of the senior management contracted from the local community Percentage of senior management contracted from the local community 3 30% 8 50% 5 33% sustainability report 2021 'For this indicator, we considered the "board" to include all senior management positions existing in the organizational structure of the operating units. 2 "Local community" is understood as being all the communities in the same region where the Operations/Power Plants are located, in this case, the North and Northeast regions. 3 Operational units considered to be of importance are: The Parnaíba Complex, Itaqui, Pecém II, Azulão and Jaguatirica, with mobilization and payroll operations since 2020. < 119 > annexes#120eneva Rate of new employee hires and employee turnover GRI 401-1 Total number and rate of new employee hires¹ By age group Under 30 30-50 Total number of new employee hires Rate of new employee hires 2019 2020 2021 2019 2020 2021 Rate of employee dismissals and turnover GRI 401-1 Total number and rate of new turnover¹ Total number of dismissals By age group 41 100 64 29.29% 35.46% 32.65% Under 30 112 129 192 16.49% 18.35% 22.51% 30-50 Turnover rate < 120 > 2019 2020 2021 2019 2020 2021 9 12 35 17.86% 19.86% 25.26% 77 59 118 13.92% 13.37% 18.17% More than 50 years old 20 18 11 22.73% 21.95% 9.48% More than 50 years old 17 16 17 21.02% 20.73% 12.07% By gender By gender Men Women By region Northeast North² Southeast 110 190 206 15.32% 22.75% 22.69% Men 78 73 131 13.09% 15.75% 18.56% 63 57 61 33.33% 24.57% 23.74% Women 25 14 39 23.28% 15.30% 19.46% By region 71 91 107 11.60% 14.26% 15.95% Northeast 67 52 86 11.27% 11.21% 14.38% 1 89 55 33.33% 91.75% 41.67% North2 101 67 105 34.59% 20.18% 29.01% Southeast 1 11 22 33.33% 51.55% 29.17% 35 24 62 23.29% 13.70% 23.07% For the new employee hires and dismissals, we considered the total base of employees admitted in the respective years (for definition of the term employed, interns and young trainees have been excluded). Here we have considered the employment regimes classified as CLT with an indefinite period (permanent), CLT with a definite period (temporary), and Disabled Persons (permanent). Data were not reported for the Central West or Southern regions, since we do not have operations in such regions. 2 The turnover data in the Northern region were affected by the start of operations of Azulão-Jaguatirica. 1 For the new employee hires and dismissals, we considered the total base of employees admitted in the respective years (for definition of the term employed, interns and young trainees have been excluded). Here we have considered the employment regimes classified as CLT with an indefinite period (permanent), CLT with a definite period (temporary), and Disabled Persons (permanent). Data were not reported for the Central West or Southern regions, since we do not have operations in such regions. 2 The turnover data in the Northern region were affected by the start of operations of Azulão-Jaguatirica. sustainability report 2021 annexes#121eneva < 121 > Health, safety and well-being We operate in line with best Occupational Health and Safety standards As such, we map the operational and occupational risks to which our employees are subject: GRI 403-2 Operational risks: These risks are understood in accordance with an internal Risk Analysis regulation, that defines the basic premises as a standard for the identification, evaluation and handling of safety risks at the units in their different phases, starting with the initial plans, and moving through the construction, installation and deactivation, considering use of the technique that is most suitable for the specific stage of the installation's life-cycle. Occupational risks: These risks are controlled by means of safety at work regulations. For non-routine activities, the risks are assessed and controlled by means of the job's Work Permit (WP) and Preliminary Risk Analysis (PRA); in order to control the risks in activities involving energy, there is an Energy Blocking and Labeling ('Loto') regulation. The WP, PRA and 'Loto' procedures were consolidated for all operations in 2020. In 2021, the efficacy and applicability in the field of the WP and PRA procedures were checked, with improvements being adopted. We comply with the requirements of Regulatory Norms (RNs) 7 and 9 which relate to the assessment, control and mitigation of occupational exposure to chemical, physical and biological agents, with monitoring and control performed by sustainability report 2021 means of the Occupational Health Medical Control Program (OHMCP). The action plans involved in these programs are monitored by indicators and checked up on at the HSE Critical Analysis Meetings. In 2021, in compliance with the review of RN 1, we developed the Risk Management Program (RMP) for the Units, which has come to form part of the structure for Occupations Risk Management (ORM). The employees can identify and register unsafe conditions related to the workplace using the 'Identification of Deviations by the Workforce' ('IDFT') tool, and behavioral deviations using the behavioral auditing tool, a process that was established and computerized in 2020, with adjustments and improvements being applied in 2021, a year in which we strengthened the use of this tool amongst both the senior management at the units and the workforce. In order to investigate incidents at work, we have an 'Incident Management Procedure'. All accidents and near- accidents are investigated based upon their risk potential, with the participation of the Corporate HSE department in all highly-critical events. The action communication, investigation, approval and management records for elimination of the root causes of incidents and other risks identified in the investigation, are performed by means of the 'Redmine' system - an Incident Management module. Health and safety rates and numbers for proprietary employees and outsourced workers - GRI 403-9 Proprietary employees Outsourced workers Proprietary employees and outsourced workers 2019 2020 2021 2019 2020 2021 2019 2020 2021 Number of fatalities as a result of work-related injury 0 0 0 0 0 0 0 0 0 Fatality rate Number of high-consequence work- related injuries (excluding fatalities) Rate of high-consequence work- related injuries (excluding fatalities) / Severity rate 0 0 0 0 0 0 0 0 0 1 1 0 0 1 1 0 0 0 0 0.1 0.08 0 0.08 0.07 LO 5 4 9 28 34 11 33 38 Number of recordable work-related injuries 2 Total Recordable Incident Rate (TRIR) / Accident frequency rate 0.96 2.28 1.46 2.61 2.69 2.8 1.99 2.62 2.55 Number of recordable work-related near-accidents¹ N/D N/D 20 N/D N/D 30 39 46 50 Near-Miss Frequency Rate (NMFR) 1 N/D N/D 7.32 N/D N/D 2.47 6.96 3.65 3.36 The categorization of near-accidents involving employees or workers was only implemented in December 2020, with "separated" reporting only being possible as of 2021. annexes#122eneva Health and safety rates for proprietary employees and outsourced workers, by region Health and safety rates of employees by gender GRI 403-9 <122 > GRI 403-9 Rates 2019 Northern region Northeastern region' Southeastern region Men Women Men 2020 Women Men 2021 Women 2019 2020 2021 2019 2020 2021 2019 2020 2021 Number of fatalities as a result of work-related injury 0 0 0 0 0 0 Number of fatalities as a result of work- 0 0 0 0 0 0 0 0 0 related injury Rate of fatalities as a result of work-related injury 0.00 0.00 0.00 0.00 0.00 0.00 Rate of fatalities as a result of work- 0 0 0 0 0 0 0 0 0 related injury Members of the governing body (Board of Directors) GRI 405-1 Number of high- consequence work- 0 0 0 1 1 0 0 0 related injuries (excluding fatalities) 2019 Number of members 2020 Percentage of members 2021 2019 2020 2021 Rate of high- By gender consequence work- 0 0 0 0 0.12 0.10 0 0 0 related injuries Men 6 6 6 86% 86% 86% (excluding fatalities) Women 1 1 1 14% 14% 14% Number of recordable work- 0 7 12 11 26 26 0 0 0 By age group related injuries Under 30 о 0 0 0% 0% 0% Rate of recordable 0 1.88 2.93 2.34 3.21 2.66 0 0 0 work-related injuries 30-50 4 4 4 57% 57% 57% We had no operations in the Center-West and Southern regions in 2021. More than 50 years of age 3 3 3 43% 43% 43% For the Poços area, we considered the incidents and hours worked in the Northern and Northeastern regions, in both Maranhão and Amazonas states. sustainability report 2021 annexes ==#123eneva Employees by job category and gender GRI 405-1 < 123 > 2019 2020 2021 By job category Men Women % men % women Men Women % men % women Men Women % men % women CEO 1 0 100% 0% 1 0 100% 0% 1 0 100% 0% Direction 10 0 100% 0% 9 0 100% 0% 11 1 92% 8% Middle 48 10 83% 17% 57 12 83% 17% 67 13 84% 16% Management Coordination. 37 13 74% 26% 34 16 68% 32% 37 16 70% 30% Specialists 35 25 58% 42% 40 23 63% 37% 61 32 66% 34% Administrative 149 111 57% 43% 209 122 63% 37% 197 134 60% 40% Staff Operational staff 438 30 94% 6% 485 59 89% 11% 534 61 90% 10% Total 718 189 79% 21% 835 232 78% 22% 908 257 78% 22% Employees by job category and race GRI 405-1 2020 2021 White Asian Indigenous Mixed Black White Asian Indigenous Mixed Black Undeclared Directors (including CEO) 90% 0% 0% 10% 0% 85% 0% 0% 15% 0% 0% Middle Management 84% 0% 0% 14% 1% 76% 1% 0% 13% 0% 10% Coordination 72% 2% 0% 24% 2% 70% 2% 0% 23% 4% 2% Specialists 81% 0% 0% 19% 0% 78% 1% 0% 17% 0% 3% Administrative Staff 60% 1% 2% 3.2% 5% 54% 2% 0% 33% 7% 4% Operational staff 36% 1% 1% 55% 8% 33% 2% 0% 54% 8% 3% Total 51% 1% 1% 41% 6% 48% 2% 0% 40% 6% 4% sustainability report 2021 annexes#124eneva Employees by job category and age range GRI 405-1 < 124 > 2019 2020 2021 By job category < 30 Between 30 and 50 CEO 0% 100% > 50 years of age 0% < 30 Between 30 and 50 > 50 years of age < 30 Between 30 and 50 > 50 years of age 0% 100% 0% 0% 100% 0% Direction 0% 40% 60% 0% 44% 56% 0% 67% 33% Middle Management 2% 72% 26% 0% 75% 25% 0% 75% 25% Specialists 2% 85% 13% 2% 78% 21% 3% 80% 17% Coordination 4% 84% 12% 0% 88% 12% 4% 83% 13% Administrative Staff 26% 70% 5% 30% 64% 6% 27% 69% 4% Operational staff 15% 76% 9% 19% 74% 7% 17% 76% 7% Total 15% 75% 10% 19% 72% 9% 17% 74% 9% Percentage of Disabled Persons (DPS) amongst employees by job category GRI 405-1 2019 2020 2021 By job category Employees DPs Percentage Employees DPs Percentage Employees DPs Percentage Directors (including CEO) 11 0 0.0% 10 0 0% 13 0 0.0% Middle Management 58 0 0.0% 69 0 0% 80 0 0.0% Coordination 50 1 2.0% 50 1 2% 53 1 1.9% Specialists 60 0 0.0% 63 0 0% 93 0 0.0% Administrative Staff 260 14 5.4% 331 14 4% 331 16 4.8% Operational staff 468 10 2.1% 544 9 2% 595 7 1.2% Total 907 25 2.8% 1067 24 0% 1165 24 2.1% sustainability report 2021 annexes#125eneva < 125 > Social responsibility EU20 Approach to managing the impacts of displacement: The 'Nova Demanda' Resettlement Project was developed in 2016, during the Parnaíba Complex implementation process, as an environmental licensing condition for the plant. As a voluntary collective effort in the town of Santo Antônio dos Lopes, this project impacted 65 families through a participative model, whilst respecting family bonds and the traditional lifestyle of the community, for which agriculture is the main source of income. The displacement process took place following meetings with the community and public authorities, home visits, and other procedures. In addition to compensation, the families were provided with houses and land for agro-ecological production. The main objective of the 'Agrícola Demanda' project is to offer training, support and encouragement to the farmers who have been resettled, so they are able to develop organic, family-based methods, with the aim of transitioning from traditional production to agro- ecological systems, and ultimately to organic farming. To do so, we have contracted an expert agricultural consultancy, which provides support in transforming the subsistence land for the generation of income. In just two years, the project has made considerable advances in the increased use of land for organic production, reducing the use of pesticides, expanding agricultural knowledge, and increasing the commercialization of products and income. The main highlights of 2021 were: double approval in the "Mais Sementes" public notice offered by the Maranhão State Government - 550kg of organic seeds for farming; renewal of the Legal DAP - the process designed for formalization of public notices; Agro-ecological, rural fairs in the towns of Lima Campos, Capinzal do Norte and Santo Antônio; 1st research project in partnership with Embrapa and the Maranhão State University for production of organic corn; implementation of the 'Cozinha Empreendedora' ('Self-Starter Kitchen') - making good use of local products; approval in the Procaf public notices; direct sales to local businesses and the municipal government of Santo Antônio dos Lopes; and encouragement of training (230 hours) in organic farming. As well as specialist technical assistance in agro-ecology, we offered support in the founding of the 'Demanda' Producers and Farmers Association, which legally represents the issues surrounding family agricultural activities, and extends to negotiations and local trading. In 2021, the Vila Canaã Resettlement Project passed through its post-liberation phase, with all the commitments that we had assumed with the environmental authority and the Vila Canaã community being fulfilled and concluded. We have, however, continued monitoring the advances made in the project and continued contributing for the inclusion of new partners and public policies, mainly through the development of the 'HortCanaã' Agricultural Hub, that aims to promote the community's financial sustainability, the creation of jobs and income, and, consequently, local autonomy. This action began in 2009, as an alternative source of income for family farmers in the resettled community, with the agricultural hub spanning an area of approximately 60 hectares of land. In 2021, the production of organic cacao continued, this being a pioneering crop in Maranhão, following the selection of a local chocolate factory that prioritizes the agro-forestry and agro-ecological cultivation system employed in the project. Support for the implementation of this new type of farming was also provided by the Supplier Development Program (SDP), under the management of the Federation of Industries of the State of Maranhão (FIEMA). The sales are going to the 'Chocolates Tapuio' factory, that specializes in the "Bean to Bar" process, which demands a high level of quality throughout the process, from the selection of cocoa beans to the marketing of the chocolate bars. In 2021, we monitored the social indicators of the Vila Canaã relocation program. The data are obtained periodically by means of home visits, that provide us with the grounds for the liberation process and thus improve the quality of life of those who have been relocated. Through until 2021, 85 of the 95 relocated families still remained in the Vila Canaã resettlement, all the children and adolescents of school age are duly enrolled in schools (children or grandchildren of those who have been resettled) and there has been a rise in the average income solely amongst the farmers. 85 of the 95 relocated families still remain in the resettlement of Vila Canaã; all the children and adolescents of school age are duly enrolled (children or grandchildren of those who have been resettled); but there has been an increase in the average income only amongst the farmers. The Agricultural Hub has already brought together an area of 51 hectares of exclusively organic farming and in 2021 the farmers broke the production record of 17 tons. We have established new partnerships and innovation with the increase and processing of the 1st organic cacao in Maranhão: the first state partnership with Ceplac (Executive Commission of the Cocoa Farming Plan); planting of 27,000 hybrid cacao plants in the agroforestry exclusive area; Female Entrepreneurship ('Elas Empreendedoras' - an exclusive group of farmers that now sells its processed products to the municipal government, local businesses and markets); and implementation of the 'Cozinha Empreendedora'. In 2021, the Vila Canaã Resettlement Project passed through its post-liberation phase, with all the commitments that we had assumed with the environmental authority and the Vila Canaã community being fulfilled and concluded sustainability report 2021 annexes#126eneva Natural capital | Water and effluents New water collection (ML) GRI 303-3 Groundwater 2019 2020 2021 614.36 482.52 770.87 Total water consumption (ML)12 GRI 303-5 2020 2021 < 126 > All areas Areas with water stress³ All areas Areas with water stress² 85,89.32 2,245.40 9,774.70 3,729.98 'Indicator formed based on the water consumed for power generation. Water consumption = Total water withdrawn - Total water discharged Third-party water 3,488.40 2,251.72 4,058.49 2 Consumption data in areas with water stress only started being consolidated as of 2020 3 Third-party water consumed in the state of Ceará for the Pecém ll unit Surface water 3,617.45 3,289.75 4,074.80 Seawater 5,623.41 5,200.89 7,360.48 SASB IF-EU-140a.1 | EM-EP-140a.1 2019 2020 2021 Percentage of water consumed in water stress locations/regions N/D 26.14% 38.16% Total 13,343.62 11,224.88 16,264.64 Percentage of water withdrawn in water stress locations/regions N/D 19.77% 24.75% sustainability report 2021 annexes ==#127eneva Economic and Financial Performance < 127 > SASB IN- EP -420a.1. Sensitivity of the hydrocarbon reserve levels for the forecasting of future price scenarios that take into account a price in the carbon emissions: Reserves will still need to be developed for fulfillment of the gas-based thermal power contracts. The main impact of the scenarios, however, will fall on new projects in "greener" scenarios, oil loses a lot of force and gas could either lose or gain, depending upon the view taken concerning this source in emissions reduction policies. The impact of the division between the P1 and P2 reserves is not addressed in our strategic planning or in the activities that involve these scenarios. Sensitivity of the reserves to prices by type of primary product and price scenario Price/product scenario Current policies Scenario (base) New policies scenario Sustainable development scenario Proven reserves Oil (MMbbls) There is no forecast for oil in the base scenario, this being dependent upon certain M&A operations Acquisition of reserves has become less attractive Acquisition of reserves has become less attractive Gas (MMscf) 62.3 (there is no distance in the long-term model and the Strategic Planning between proven and probable) Relevant growth of reserves in accordance with new regulations in the area of gas and an increase in demand More timid growth of reserves, due to the rise of renewable sources Probable reserves Oil (MMbbls) There is no forecast for oil in the base scenario, this being dependent upon certain M&A operations Acquisition of reserves has become less attractive Acquisition of reserves has become less attractive Gas (MMscf) 62.3 (there is no distance in the long-term model and the Strategic Planning between proven and probable) Relevant growth of reserves in accordance with new regulations in the area of gas and an increase in demand More timid growth of reserves, due to the rise of renewable sources SASB IN- EP-420a.4. Discussion of how the price and demand for hydrocarbons and/ or climate regulation influences the capital expenditure strategy for the exploration, acquisition and development of assets: Our price forecasting is calculated using a long-term model, according to different indexes: JKM (GNL), Henry Hub (Natural Gas), Brent (Oil) and CIF-ARA (Coal). All the forecasts are taken from Bloomberg, an average of analysts, or a future curve. Our demand for these products in a base-scenario considers, above all, the 2030 PDE, as well as other relevant sector studies and the forecast macroeconomic aspects. However, as well as the figures considered in the long-term model, our Strategic Planning takes into account other scenarios for application of the strategy. These scenarios present different types of behavior concerning demand for the products, considering the different market behaviors - with the capital expenditure being directed according to consumer trends. Climate regulation, with initiatives such as taxation on carbon emissions, although not considered in the premises of price and demand used in the base-scenario, is an important driver, that is modulated in the other fiscal years. The price and demand scenarios - be they the base scenario or those used for other fiscal years - are extremely important for our spending strategy. The demand forecast for each product is one of the main drivers for our choice of new projects. As we have a wide range of future projects in which we may have expenses, the demand helps us to decide upon our movements. A rise in the demand for industrial gas could, for example, mean that we prioritize marketing projects. A more restrictive regulation of the climate, could possibly open up more room for renewable projects. Our recent entry into this market, moreover, demonstrates a more incisive positioning in a greener future - be it due to regulations or not. As such, in a scenario that is more focused on sustainable development, we will be more protected and less dependent on assets using gas or coal sources. Furthermore, the projects connected to exploration, acquisition and development activities may also vary depending upon market behavior in terms of price and demand. Thermal projects are very closely linked to energy demands, which, in turn, have a close relationship with macro-economic factors. sustainability report 2021 annexes ==#128eneva GRI Content Index (indicators to be presented directly in the Summary) GRI Standards GRI 101: FOUNDATION 2016 Disclosure Page of the PDF / Direct response Omission Principles of the Global Compact SDGs GRI 102: General disclosures 2016 102-1 Name of the Organization 14 102-2 Activities, brands, products, and services 14 102-3 Location of headquarters Rio de Janeiro (Centro Empresarial Mourisco - Praia de Botafogo, 501 Torre Corcovado, sala 404 B, Rio de Janeiro, (RJ) - Brazil, zip code: 22250-040). 102-4 Location of operations 16 102-5 Ownership and legal form 44 102-6 Markets served 14 GRI 102: General disclosures 2016 102-7 Scale of the Organization 19 102-8 102-9 Information on employees and other workers Supply chain 67, 68, 115 80 102-10 Significant changes to the organization and its supply chain 14 Precautionary principle or approach 102-11 50,90 102-12 External initiatives 21 102-13 Participation in associations 105, 106 sustainability report 2021 < 128 > 8.5, 10.3 annexes ====#129eneva GRI Standards Disclosure 102-14 Statement from senior executive Page of the PDF / Direct response 3,4 Omission Principles of the Global Compact SDGs 102-15 Key impacts, risks, and opportunities 50 Values, principles, standards and norms of behavior 102-16 18,47,48 16.3 102-17 Mechanisms for advice and concerns about ethics 48 102-18 Governance Structure 45 102-19 Delegating authority 45 GRI 102: General disclosures 2016 102-22 Composition of the highest governing body and its committees 45 sustainability report 2021 102-23 Chair of the highest governance body 45 102-24 Nominating and selecting the highest governance body 44,45 102-25 Conflicts of interest 48 102-27 Collective knowledge of highest governance body 46 16.3 < 129 > 5.5, 16.7 16.6 5.5, 16.7 16.6 annexes ==#130eneva GRI Standards Disclosure GRI 102: General disclosures 2016 102-28 Evaluating the highest governance body's performance Page of the PDF / Direct response The members can be nominated by the Management or by any shareholder, and elected or dismissed at a General Assembly of Shareholders. The President and Vice-President are nominated by their peers, as are the members of the advisory committees, consisting mostly of members of the Board of Directors and, when relevant, by external specialists. Nominations for reelection take into consideration the executive's performance during the period, their experience, attendance at meetings, and the benefits of replacing them - in line with the renewal of the body. Both the Board of Directors and the committees that provide support are continually evaluated in terms of aspects including composition, structure and organization, dynamics, communication and flow of information with the CEO and Executive Board. In 2021, the analysis, performed by Spencer Stuart, a leading consultancy firm, included the CEO, members of the Executive Board and, collectively, the Board of Directors, based upon individual interviews with its members. 102-29 Identifying and managing economic, environmental, and social impacts 50 102-30 Effectiveness of risk management processes 50 102-31 Review of economic, environmental, and social topics 50 102-35 Remuneration policies 71, 72 102-36 Process for determining remuneration 102-40 List of stakeholder groups 71, 72 6,37 sustainability report 2021 Omission Principles of the Global Compact SDGs 16.7 < 130 > annexes#131eneva GRI Standards Disclosure GRI 102: General disclosures 2016 sustainability report 2021 Page of the PDF / Direct response 102-41 102-42 102-43 102-44 102-45 Collective bargaining agreements Identifying and selecting stakeholders. Approach to stakeholder engagement Key topics and concerns raised Entities included in the consolidated financial statements Defining report content and topic Boundaries 102-46 102-47 List of material topics In 2021, 82.4% of employees were covered by collective bargaining agreements. The scope of the indicator includes the rules defined in agreement with, and approved by, the employees. Trainees, interns, directors, the CEO and management positions are not included 6,37 6, 37, 107 6, 7, 37 Eneva S.A, Parnaíba Geração e Comercialização de Energia S.A., Parnaíba Il Geração de Energia S.A, Parnaíba BV, Azulão Geração de Energia S.A., Eneva Norte, Pecém II Participações S.A, Pecém II Geração de Energia S.A., Itaqui Geração de Energia S.A., Amapari Energia S.A, Eneva Comercializadora de Energia S.A., Eneva Participações S.A., Tauá Geração de Energia S.A, Sul Geração de Energia S.A., Seival Geração de Energia S.A., Termopantanal Participações, Termopantanal Ltda., Wind- focused SPCs, and Nossa Senhora de Fátima. 6,7 6 102-48 Restatements of information Possible restatements of information are outlined and justified over the course of the report. Omission Principles of the Global Compact SDGs 8.8 < 131 > annexes ==#132eneva GRI Standards Disclosure 102-49 Changes in reporting Page of the PDF/Direct response There were no changes in reporting in relation to the periods covered by previous reports in the list of material topics or topic boundaries. The 2021 Report uses the same materiality defined for the 2020 cycle. 5 The most recent sustainability report was published in July 2021, relating to the base year of 2020. 102-50 Reporting period GRI 102: General disclosures 2016 102-51 Date of most recent report 102-52 Reporting cycle 5 102-53 Contact point for questions regarding the report 5 102-54 Claims of reporting in accordance with the GRI Standards 5 102-55 GRI Content Index 102-56 External assurance Material topic: Contribution to local socioeconomic development 124 a 135 5 Omission Principles of the Global Compact SDGs < 132 > 103-1 Explanation of the material topic and its Boundary 82,83 1, 8, 10 GRI 103: Management approach 2016 103-2 103-3 The management approach and its components Evaluation of the management approach 82, 83 82, 83 203-1 Infrastructure investments and services supported 84 GRI 203: Indirect Economic Impacts 2016 203-2 Significant indirect economic impacts 82,83 5.4, 9.1, 9.4, 11.2 1.2, 1.4, 3.8, 8.2, 8.3, 8.5 GRI 204: Procurement practices 2016 204-1 Proportion of spending on local suppliers 80, 81 8.3 sustainability report 2021 annexes ==#133eneva < 133 > GRI Standards Disclosure Page of the PDF / Direct response Omission Principles of the Global Compact SDGs Material topic: Engagement with local communities, traditional peoples and vulnerable groups 103-1 Explanation of the material topic and its Boundary GRI 103: Management approach 2016 103-2 103-3 The management approach and its components Evaluation of the management approach 82,83 82,83 1, 8, 10 82,83 Operations with local community engagement, impact assessments, 413-1 82 GRI 413: Local communities 2016 and development programs 413-2 Operations with significant actual and potential negative impacts on local communities 82 1.4, 2.3 Energy Sector Supplement (EU) EU20 (DMA) Approach to managing the impacts of displacement 121 OG9 Oil and Gas (OG) Sector Supplement Operations where indigenous communities are present or affected by activities and where specific engagement strategies are in place 82 OG12 Operations where involuntary resettlement took place There were no resettlements in 2021. Material topic: Ethics, integrity and preventing corruption 103-1 GRI 103: Management approach 2016 103-2 103-3 Explanation of the material topic and its Boundary The management approach and its components Evaluation of the management approach 47 7,16 47 47 205-1 Operations assessed for risks related to corruption 49 10 16.5 We have no record of the total GRI 205: Anti-corruption 2016 205-2 Communication and training about anti-corruption policies and procedures 49 number or percentage of business partners that were communicated with and trained about anti- corruption policies and procedures. 10 16.5 sustainability report 2021 annexes =#134eneva GRI Standards Disclosure GRI 419: Socioeconomic compliance 2016 419-1 Omission Principles of the Global Compact SDGs Non-compliance with laws and regulations in the social and economic area Page of the PDF/Direct response There were no cases of non-compliance or fines related to the social and economic area. All cases of non-compliance with laws and/or regulations in which we are possibly involved are duly disclosed and never entail judicial awards or significant sanctions. In 2021, we received favorable results in court cases involving laws and/ or regulations in the socioeconomic area, including: i) a class action suit that questioned the certificate for land use and occupation and the environmental license of the Porto do Itaqui TPP, located in Maranhão, which was finalized at the end of 2021 without adverse judgment; and ii) a class action suit concerning the extent of indigenous lands on the Pecém Industrial and Port Complex in Ceará, where the Pecém Port II TPP is located, in which the decision recognized the lack of grounds of the suit and, consequently, the lack of impacts of the project on the indigenous community. Material topic: Energy safety and contribution to the access to energy 103-1 GRI 103: Management approach 2016 103-2 103-3 Explanation of the material topic and its Boundary The management approach and its components Evaluation of the management approach 63 63 63 EU1 Installed capacity, broken down by primary energy source and by regulatory regime 53,55 Energy Sector Supplement (EU) EU2 Net energy output, broken down by primary energy source and by regulatory regime 54 EU6 Management approach to ensure short and medium-term electricity availability and reliability 61,63 sustainability report 2021 10 10 < 134 > 16.3 7,16 annexes =#135eneva GRI Standards Disclosure Material topic: Health and safety conditions of employees and third parties Page of the PDF / Direct response Omission Principles of the Global Compact SDGs 103-1 Explanation of the material topic and its Boundary 74 GRI 103: Management approach 2016 103-2 103-3 The management approach and its components Evaluation of the management approach 74 74 403-1 Occupational health and safety management system 74 403-2 Hazard identification, risk assessment and incident investigation 74, 117 403-3 Occupational health services 74,79 Worker participation, consultation, and 403-4 74 communication on occupational health and safety 403-5 Worker training on occupational health and safety 74,77 GRI 403: Occupational health and safety 2018 403-6 Promotion of worker health 74 403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships 74 403-8 Workers covered by an occupational health and safety management system 74 403-9 Work-related injuries sustainability report 2021 3,8 8.8 8.8 8.8 < 135 > 8.8, 16.7 8.8 3.3, 3.5, 3.6, 3.7, 3.8 8.8 8.8 74, 77, 117, 118 3.6, 3.9, 8.8, 16.1 annexes ==#136eneva GRI Standards Disclosure GRI 403: Occupational health and safety 2018 403-10 Work-related ill health Page of the PDF / Direct response There were no records of work-related ill health, fatalities resulting from work- related ill health or recordable cases of work-related ill health arising from our activities affecting either proprietary employees or outsourced workers. Work- related dangers are identified in the analysis of chemical, physical and biological agents (PPRA/PGR) of each operational unit. All measures for reduction of exposure are defined in this document and implemented by the HSE area of each unit. Omission Principles of the Global Compact SDGs EU14 (DMA) Programs and processes to ensure the availability of a skilled workforce 70 Energy Sector Supplement (EU) EU16 (DMA) Policies and requirements regarding health and safety of employees and employees of contractors and subcontractors 74 Material topic: Promotion of healthy labor relations 103-1 GRI 103: Management approach 2016 103-2 103-3 202-1 Explanation of the material topic and its Boundary The management approach and its components Evaluation of the management approach Ratios of standard entry level wage by gender compared to local minimum wage 79 79 79 71, 72 GRI 202: Market presence 2016 202-2 Proportion of senior management hired from the local community 116 401-1 New employee hires and employee turnover 67, 116 6 GRI 401: 2016 employment 401-2 401-3 Benefits provided to full-time employees that are not provided to temporary or part-time employees Maternity/paternity leave 71 71,73 6 sustainability report 2021 136 > 3.3, 3.4, 3.9, 8.8, 16.1 3,8 1.2, 5.1, 8.5 8.5 5.1, 8.5, 8.6, 10.3 3.2, 5.4, 8.5 5.1, 5.4, 8.5 annexes =#137eneva GRI Standards GRI 406: Non-discrimination 2016 Disclosure 406-1 Page of the PDF / Direct response Omission Principles of the Global Compact SDGs Incidents of discrimination and corrective actions taken None recorded. 1, 2, 3, 4, 5, 6 5.1, 8.8 Material topics Prevention of pollution and Management of emissions 103-1 GRI 103: Management approach 2016 103-2 103-3 Explanation of the material topic and its Boundary The management approach and its components Evaluation of the management approach 93 93 93 305-1 Direct emissions of greenhouse gas (Scope 1) 94 305-2 Indirect emissions of greenhouse gas emissions (Scope 2) 94 305-3 GRI 305: Emissions 2016 Other indirect greenhouse gas emissions (Scope 3) 94 305-4 Intensity of greenhouse gas emissions 94 305-5 Reduction of greenhouse gas (GHG) emissions 94 305-7 Nitrogen oxides (NOx), sulfur oxides (SOX), and other significant air emissions 93 Material topic: Protection of biodiversity and respect for the biome 103-1 Explanation of the material topic and its Boundary 92 GRI 103: Management approach 2016 103-2 103-3 The management approach and its components Evaluation of the management approach 92 92 GRI 304: Biodiversity 2016 304-3 Habitats protected or restored 92 Oil and Gas (OG) Sector Supplement OG4 Number and percentage of significant operating sites in which biodiversity risk has been assessed and monitored 92 sustainability report 2021 I I < 137 > 6, 7, 13, 15 7,8,9 7,8,9 3.9, 12.4, 13.1, 14.3, 15.2 3.9, 12.4, 13.1, 14.3, 15.2. 3.9, 12.4, 13.1, 7,8,9 14.3, 15.2 7,8,9 13.1, 14.3, 15.2 7,8,9 7,8,9 13.1, 14.3, 15.2 3.9, 12.4 6, 7, 13, 15 8,9 6.6, 14.2, 15.1 annexes ==#138eneva Page of the PDF / Direct response Omission Principles of the Global Compact SDGs GRI Standards Disclosure Material topic: Protection and management of hydro-resources 103-1 Explanation of the material topic and its Boundary 96 GRI 103: Management approach 2016 103-2 103-3 The management approach and its components Evaluation of the management approach 96 96 303-1 Interactions with water as a shared resource 96 303-2 Management of water discharge-related impacts 96,98 GRI 303: Water and effluents 2018 303-3 Water withdrawal 96, 97, 122 303-4 Water disposal 96,98 303-5 Water consumption 96, 122 306-1 Waste generation and significant waste-related impacts 99 306-2 Management of significant waste-related impacts 99 GRI 306: Waste 2020 306-3 Waste generated 306-4 Waste diverted from disposal 99 Oil and Gas (OG) Sector Supplement OG5 Volume and disposal of water sustainability report 2021 6, 7, 13, 15 138 > 8,9 6.3, 6.4, 6.A, 6.B, 12.4 8,9 6.3 8,9 6.4 8,9 6.3 8,9 6.4 7,8,9 3.9, 6.3, 11.6, 12.4, 12.5 3.9, 6.3, 8.4, 7,8,9 11.6, 12.4, 12.5 99 7,8,9 3.9, 11.6, 12.4, 12.5 7,8,9 96,98 3.9, 11.6, 12.4, 12.5 annexes ==#139eneva Page of the PDF / Direct response Omission Principles of the Global Compact SDGs GRI Standards Disclosure Material topic: Climate strategy 103-1 Explanation of the material topic and its Boundary 24 GRI 103: Management approach 2016 103-2 103-3 The management approach and its components Evaluation of the management approach 32 51 GRI 201: Economic performance 2016 201-2 Financial implications and other risks and opportunities due to climate change 51 Oil and Gas (OG) Sector OG2 Total amount invested in renewable energy 102 Supplement sustainability report 2021 < 139 > 6, 7, 13, 15 13.1 annexes ==#140eneva SASB summary (indicators to be presented directly in the Summary) Infrastructure: Electricity concession operators and power generators Topics for Disclosure of Sustainability and Accounting Metrics Theme Code Accounting metric Category Page of the PDF / Direct response (1) Scope 1 gross global emissions, percentage covered by (2) regulations restricting emissions and (3) emissions IF-EU-110a.1 Quantitative 94 report regulations Emissions of Greenhouse Gases and Planning of Energy Resources IF-EU-110a.2 IF-EU-110a.3 Greenhouse gas emissions (GEE) associated with energy supply Discussion of long-term and short-term strategy or plan to manage Scope 1 emissions, emissions reduction targets, and an analysis of performance against those targets Quantitative 94 Discussion and analysis 24 < 140 > IF-EU-110a.4 (1) Number of customers served in markets subject to renewable portfolio standards (RPS) and (2) percentage fulfillment of RPS target by market Quantitative This indicator does not apply to Eneva. Air quality IF-EU-120a.1 Air emissions of the following pollutants: (1) NOx (excluding N₂O), (2) SOX, (3) particulate matter (PM₁0), (4) lead (Pb), and (5) mercury (Hg); percentage of each in or near areas of dense population Quantitative 93 IF-EU-140a.l (1) Total water withdrawn, (2) Total water consumed, percentage in regions with high or extremely high baseline water stress Quantitative 96, 98, 122 Water management IF-EU-140a.2 Number of incidents of non-compliance associated with water quantity and/or quality permits, standards, and regulations Quantitative We are working for more effective management of the information for future reporting cycles. IF-EU-140a.3 Description of the risks of water management and discussion of strategies and practices to mitigate these risks Discussion and analysis 96 sustainability report 2021 annexes =#141eneva Theme Coal ash management < 141 > Code Accounting metric Category Page of the PDF / Direct response IF-EU-150a.1 Amount of coal combustion waste (CCW) generated; percentage recycled Quantitative 99 IF-EU-150a.2 Total amount of coal combustion waste (CCW), broken down by hazard potential classification and structural integrity assessment Quantitative We have no CCW impoundments IF-EU-240a.l Average retail electricity rate for (1) residential, (2) commercial, and (3) industrial customers Quantitative We are working for more effective management of the information for future reporting cycles. This indicator does not apply to Eneva. IF-EU-240a.2 Energy affordability Typical monthly electric bill for residential customers with (1) 500 kWh and (2) 1,000 kWh of electricity delivered per month Quantitative IF-EU-240a.3 Number of residential customer electricity disconnections due to non-payment; percentage reconnected within 30 days Quantitative This indicator does not apply to Eneva. IF-EU-240a.4 Discussion of impact of external factors on customer affordability of electricity, including the economic conditions of the service territory Discussion and analysis This indicator does not apply to Eneva. Workforce Health and Safety IF-EU-320a.l (1) Total recordable incident rate (TRIR), (2) Fatality rate, (3) Near miss frequency rate (NMFR) Quantitative IF-EU-420a.l Percentage of electric utility revenues from rate structures that (1) are decoupled or (2) contain a lost revenue adjustment mechanism Quantitative 74,77 This indicator does not apply to Eneva. End use efficiency and demand IF-EU-420a.2 Percentage of electric load served by smart grid technology IF-EU-420a.3 Customer electricity savings from efficiency measures, by market Quantitative Quantitative This indicator does not apply to Eneva. This indicator does not apply to Eneva. IF-EU-540a.l Total number of nuclear power units, broken down by the U.S. Nuclear Regulatory Commission (NRC) Action Matrix Column Quantitative Nuclear Safety and Emergency Management IF-EU-540a.2 Description of efforts to manage nuclear safety and emergency preparedness Discussion and analysis IF-EU-550a.l Number of incidents of non-compliance with physical and/or cybersecurity standards or regulations Quantitative This indicator does not apply to Eneva, since we have no nuclear power stations in our portfolio. This indicator does not apply to Eneva, since we have no nuclear power stations in our portfolio. This indicator does not apply to Eneva. Grid resiliency sustainability report 2021 IF-EU-550a.2 (1) System average interruption duration index (SAIDI), (2) System average interruption frequency index (SAIFI), (3) Customer average interruption duration index (CAIDI), including large-scale event days Quantitative This indicator does not apply to Eneva. annexes#142eneva Theme Code Accounting metric Category Page of the PDF / Direct response < 142 > IF-EU-000.A Total number of customers served: (1) residential, (2) commercial, (3) industrial Quantitative IF-EU-000.B Total electricity delivered to customers: (1) residential, (2) commercial, (3) industrial, (4) all retail customers, and (5) wholesale customers Quantitative We are working for more effective management of the information for future reporting cycles. We are working for more effective management of the information for future reporting cycles. Activity metrics IF-EU-000.C Length of electricity transmission and distribution lines Quantitative This indicator does not apply to Eneva. IF-EU-000.D Total electricity generated, percentage by major energy source, percentage in regulated markets We are working for more effective Quantitative management of the information for future reporting cycles. IF-EU-000.E Total wholesale electricity purchased Oil and Gas: Exploration and production Topics for Disclosure of Sustainability and Accounting Metrics Topic Code EM-EP-110a.l Emissions of Greenhouse Gases EM-EP-110a.2 Air quality sustainability report 2021 EM-EP-110a.3 EM-EP-120a.l Accounting metric Gross global Scope 1 emissions, percentage of methane, percentage covered under emissions-limiting regulations Amount of gross global Scope 1 emissions from: (1) flared hydrocarbons, (2) other combustion, (3) process emissions, (4) other vented emissions, and (5) fugitive emissions Discussion of strategy or plans to address risks, opportunities and impacts related to atmospheric emissions Air emissions of the following pollutants: (1) NO (excluding N2O), (2) SOX, (3) volatile organic compounds (VOCs), and (4) particulate matter (PM10) Quantitative We are working for more effective management of the information for future reporting cycles. Page of the PDF / Direct response Category Quantitative 94 Quantitative 94 Discussion and analysis 93 Quantitative 93 annexes ==#143Topic eneva Page of the PDF / Direct response Code Accounting metric Category EM-EP-140a.1 (1) Total water withdrawn, (2) Total water consumed, percentage in regions with high or extremely high baseline water stress Quantitative 122 < 143 > The total water produced in 2021 was 10,083 m³. All water produced in natural gas production activities is reinjected into deep wells. This indicator does not apply to Eneva. This indicator does not apply to Eneva. EM-EP-140a.2 Volume of produced water and flowback generated; percentage (1) discharged, (2) injected, (3) recycled; hydrocarbon content in discharged water Quantitative Water management EM-EP-140a.3 Percentage of hydraulically fractured wells for which there is public disclosure of all fracturing fluid chemicals used Quantitative EM-EP-140a.4 Percentage of hydraulic fracturing sites where ground or surface water quality deteriorated compared to a baseline Quantitative EM-EP-160a.l EM-EP-160a.2 Biodiversity impacts Description of environmental management policies and practices for active sites Number and aggregate volume of hydrocarbon spills, volume in the Arctic, volume impacting shorelines with ESI rankings 8-10, and volume recovered Discussion and analysis 92 Quantitative EM-EP-160a.3 Percentage of (1) proven and (2) probable reserves in or near sites with protected conservation status or endangered species habitats Quantitative EM-EP-210a.l Percentage of (1) proven reserves and (2) probable reserves, in or near areas of conflict Quantitative Security, Human Rights & Rights of Indigenous Peoples EM-EP-210a.2 Percentage of (1) proven reserves and (2) probable reserves, in or near indigenous lands EM-EP-210a.3 Discussion of engagement processes and due diligence practices with respect to human rights, indigenous rights, and operation in areas of conflict Discussion of the process to manage risks and opportunities associated with community rights and interests EM-EP-210b.1 Relationship with Communities EM-EP-210b.2 Number and duration of non-technical delays sustainability report 2021 Quantitative Discussion and analysis No oil spills were reported in 2021. We are working for more effective management of the information for future reporting cycles. There are no Eneva operations or reserves in areas of direct or indirect influence with armed conflicts or any type of criticality. There are no indigenous communities in areas upon which we have a direct and/or indirect influence. This is not applicable, since there are no indigenous communities in areas upon which we have a direct and/or indirect influence. Discussion and analysis 84 Quantitative We have not detected any non-technical delays in our Exploration and Production operations. annexes#144Topic eneva Code EM-EP-320a.1 Workforce health and safety EM-EP-320a.2 Accounting metric (1) Total recordable incident rate (TRIR), (2) fatality rate, (3) near miss frequency rate (NMFR), and (4) average hours of health, safety, and emergency response training for (a) full-time employees, (b) contract employees, and (c) short-service employees Discussion of management systems used to integrate a culture of safety throughout the exploration and production lifecycle Category Page of the PDF / Direct response Quantitative 74,77 Discussion and analysis 81 EM-EP-420a.l Sensitivity of hydrocarbon reserve levels to future price projection scenarios that account for a price on carbon emissions. Quantitative 123 EM-EP-420a.2 Estimated carbon dioxide emissions embedded in proven hydrocarbon reserves Quantitative Reserves valuation and capital expenditures EM-EP-420a.3 EM-EP-420a.4 EM-EP-510a.1 Business ethics and transparency EM-EP-510a.2 sustainability report 2021 <144 > We are working for more effective management of the information for future reporting cycles. Amount invested in renewable energy, revenue generated by renewable energy sales Discussion of how price and demand for hydrocarbons and/or climate regulation influence the capital expenditure strategy for exploration, acquisition, and development of assets Percentage of (1) proven and (2) probable reserves in countries that have the 20 lowest rankings in Transparency International's Corruption Perception Index Description of the management system for prevention of corruption and bribery throughout the value chain Quantitative 102 Discussion and analysis 123 Quantitative Discussion and analysis 48 0%, since we have no operations in countries with a low classification on the IPC - our operations are limited to Brazilian territory. annexes ==#145Topic eneva < 145 > Code Accounting metric Category Discussion of corporate positions related to government regulations and/or policy proposals that address environmental and social factors affecting the industry Discussion and analysis Page of the PDF / Direct response In 2021, we took part in the electoral process that ensured us a seat on the Maranhão State Environmental Board, the regulatory and appeals authority for the State Environment System. We also played an active part in the discussion forums on environmental policy hosted by the different state industry federations. We participate regularly on the Environment Board of the Maranhão Federation of Industry, a forum offering a platform for debate on State legislation and regulatory changes. We also actively participate in the forums hosted by the River Mearim Drainage Basin Committee (River Mearim-CBH). Our relationship with the Maranhão Government and with the communities that actively participate in the River Mearim preservation and restoration process improved significantly with the start of the reforestation project focused on the banks of the River Mearim, which has been developed in partnership with the River Mearim Drainage Basin Committee and the municipal environment departments. Participation in the River Mearim-CBH, involving development of projects capable of improving the neighboring population's quality of life, is the main tool for properly managing a number of the environmental determinants and establishing a positive image for ourselves amongst the communities. In relation to the risk of a political reversal on environmental regulation and production, we have implemented a system for the permanent monitoring of the exploration and consumption of hydrocarbons, through our direct relationship with the Environmental Departments, licensing authorities, and the other public officials involved in the decision- making processes that have an impact on regulation. Management of the Legal & Regulatory Environment EM-EP-530a.l sustainability report 2021 annexes#146Topic eneva Code Accounting metric EM-EP-540a1 Critical Incident Risk Management Process Safety Event (PSE) rates for Loss of Primary Containment (LOPC) of greater consequence (Tier 1) Category Quantitative < 146 > Page of the PDF / Direct response All incidents are recorded and investigated. The Corporate HSE Department participates directly in the investigation of all those incidents where there is a severity potential of '3' (according to the 'PR.CRP.HSE.001' classification). This department is also responsible for final approval of the investigations. The records follow our internal classification index: we do not classify accidents in terms of 'Tiers'. EM-EP-540a.2 Description of management systems used to identify and mitigate catastrophic and tail-end risks Discussion and analysis 61 EM-EP-000.A Activity metrics EM-EP-000.B Production of (1) oil, (2) natural gas, (3) synthetic oil, and (4) synthetic gas Number of offshore sites Quantitative Quantitative EM-EP-000.C Number of onshore sites Quantitative 114 114 114 sustainability report 2021 annexes ==#147eneva Credits and company information sustainability report 2021 ENEVA S.A. Praia de Botafogo nº 501, Bloco I, 4th and 6th floors - Botafogo Rio de Janeiro(RJ) - Brazil, zip code: 22250-040 Tel.: +55 21 3721-3030 https://eneva.com.br/sustentabilidade Email: [email protected] Materiality matrix: SITAWI Finanças do Bem Texts and revision: KMZ Conteúdo CRI Consultation: Avesso Sustentabilidade Translation: Stephen Wingrove and Steve Yolen Graphic design, layout and illustrations: report group - rpt.sustentabilidade Photographs: Eneva archive < 147 > III#148eneva