#1Sustainability Report 2021 VIVARA#2Summary Highlights 04 Message from Management 06 Vivara 08 Focus on sustainability 24 Our planet 30 40 Our community Our commitment 54 Sustainability as a strategic pillar 66 About this report 67 GRI Appendix 68 Credits 83#3Highlights 102-7 Acknowledgements Latin America's largest jewelry chain Sustainable expansion with 46 points of sale, vendas totaling 288. 3,901 employees NPS 93 - Excellence in customer service 87% of employees and female leaders X Corporate engagement for defining ESG strategy Inclusion of ESG topic as part of the business sustainability strategic pillar ☺ 90.69 hours of training per employee 69.63% of products received for sales have been produced in our Manaus factory | R$1.09 bi Equity R$1.84 bi Gross revenue R$1.89 bi Total assets Best & Biggest 2021 We are one of the Best & Biggest companies in 2021, recognized by Exame. Our performance during the year led us to become the second best company in the Wholesale and Retail sector. Women on Board Seal We were awarded the Women on Board (WOB) Seal, which recognizes corporate environments with the presence of at least two women on ad- ministrative or advisory boards to value diversity in business and society. Women's Empowerment Principles Award We received an honorable mention in our first par- ticipation in the 2021 WEPS Brazil Award, distinc- tion held by UN Women in partnership with the International Labor Organization (ILO) to acknowl- edge companies that share the Women's Empow- erment Principles (WEPs) and encourage a gender equality culture. 2021 SBVC Retail Highlight Award We were awarded as the largest retailer of Op- tics, Jewelry, Bijouterie, Bags, and Accessories in the country at the 2021 Retail Highlight SBVC Award, promoted by the Brazilian Society of Re- tail and Consumption (SBVC). Latin America Executive Team We gained the spotlight in the categories Best In- vestor Relations Program, Best IR Professional, and Best ESG Strategy in the Retail Small Caps sector in the annual Latin America Executive Team survey, conducted by the Institutional Investor. 2021 Reclame Aqui Award We received the trophies for Virtual Store/E-com- merce categories and as a Physical Store in the sector of Optics, Jewelry and Watches of the 2021 Reclame Aqui ("Make a Complaint Here") Award, which is decided based on popular vote. Exame Most Admired Brands According to the Casual Brands survey, conduct- ed by Exame magazine with more than 900 read- ers, Vivara is the most admired brand in the Jew- elry category. Salvador Top of Mind In its 26th edition, the survey included category Jewelry and Semi-Jewelry Store, and our brand was top of mind in Salvador, the capital of Bahia. +37.7% in net operational revenue compared to 2020 (+23.7% over 2019) +95.8% in net profit compared to 2020 (+32.3% over 2019) 4 SUSTAINABILITY REPORT 2021 VIVARA Certifications in our Manaus factory: recertification of ISO 9001 and Facility and Merchandise Authorization Application and Instructions (FAMA) - Walt Disney Company, with adherence to the Disney Code of Conduct and to labor, ethical conduct and health and safety regulations. SUSTAINABILITY REPORT 2021 VIVARA 5#4Message from Management 102-14 Strategy, implementation and sustainability Resilience, creativity, sense of ownership, care and commitment: these are some of the words that help explain our sustainable growth record- ed in 2021. The year had good results, greatly influenced by the commitment to deliver on our goals, even in challenging times. Through the Onyx Project, whose aim was to review our strategic planning, we strengthened our governance and designed a new structure for managing projects for the coming years, based on four pillars aligned to the growth ave- nues informed in the IPO process. The environ- mental, social and governance (ESG) topic was included in the Business Sustainability pillar, also ensuring greater governance of the topic, which unfolds in the different business areas and links sustainability goals to the variable bonus of a larger number of executives and teams. We met the goal of our expansion plan, open- ing 46 points of sale, supported by investments of more than R$100 million. Life by Vivara cel- ebrated its ten years in style, getting a "new look", registering significant sales and custom- er base, as well as greater autonomy in relation to the brand it was born under. We also had an increase in production capacity at the Manaus factory, creating more than 250 job openings in the region. Sales at the stores opened last year have ex- ceeded our initial expectations, resulting from an intensive training routine for our sellers to ensure customer service excellence at stores, an increasingly efficient product strategy and closer monitoring of points of sale. With physical store operations returning to nor- mal without any restrictions in mid-May, the share of digital channel in total sales stabilized, accounting for 17.4% of the company's total revenue and proving to be a complementary and strategic channel for us. The digital expe- rience of our customers and the omnichannel strategy showed great advances in the year. We enabled interstate sales in over 50 markets, integrated buyer's journeys, improved user ex- perience and reduced delivery times. We managed to grow rapidly, opening the high- est number of stores in our history and, yet, turned our business profitable. Net operating revenue grew 37.7% from the previous year and 23.7% in relation to 2019, the pre-pandem- ic period. Net income increased 95.8% in rela- tion to 2020 and by almost 32.3% compared to 2019, reflecting the work of a committed and engaged team. These results only make sense if they can be sustained over time, ensuring business perpe- tuity in the financial, social, and environmental aspects. We established our Vision of the Fu- ture for Sustainability, built with the participa- tion of several areas of the company and that defined as its focus the empowerment of wom- en, diversity, and social and environmental re- sponsibility in raw materials and operations. We have taken another key step to strength- en our diversity journey at Vivara, with internal campaigns and the development of our Diversi- ty and Women Empowerment Program, which will be rolled out in 2022. In 2021, women held 87% of our leadership positions. Our Supply Chain Audit and Development Pro- gram ensures the responsible sourcing of our raw materials. We invest in campaigns focused on the circular economy, with about 25% of our gold coming from recycling, avoiding primary ex- traction. We maintained our commitments to in- ternational initiatives such as the Initiative for Re- sponsible Mining Assurance, the United Nations Global Compact and the UN Women's Empower- ment Principles, and joined national movements supporting environmental preservation. Despite a still troubled scenario in an election year, with negative pressures affecting the con- sumer market mainly due to higher inflation and interest rates, we see a year of opportuni- ties in 2022. Our balance sheet remains solid and balanced to sustain a rapid growth cycle, combined with sufficient investments to pave the way going forward. We will also continue to strengthen our sustainability agenda, with the consolidation of commitments by establishing our ESG targets. Over the last 59 years, Vivara has built its lead- ership in Brazil's jewelry market. In 2022, we will celebrate 60 years of Vivara and continue to spearhead the consolidation of the jewelry market in Brazil. We look towards Vivara's con- tinuity by overcoming new obstacles, aware of our responsibility to shareholders, employees, customers and partners in our network. These relationships of mutual trust are what have shaped us over the last six decades, and will continue to guide who we are over the next 60 years. Thank you very much! We are sure that we are building a fantastic story - even more unique and special. 6 SUSTAINABILITY REPORT 2021 VIVARA PAULO KRUGLENSKY CEO SUSTAINABILITY REPORT 2021 VIVARA 7#58 Vivara - Renata Logistics SUSTAINABILITY REPORT 2021 VIVARA сл 6 17 GENDER EQUALITY DECENT WORK AND ECONOMIC GROWTH INDUSTRY, INNOVATION AND INFRASTRUCTURE PARTNERSHIPS FOR THE GOALS Leadership with sustainability Profile 102-2 | 102-6 | 103-2 | 103-3 | 204-1 Fascinate our customers and act ethical- ly and responsibly are principles we hon- or in all our actions. On the eve of com- pleting six decades of market presence, more than selling products, we seek to promote sustainable relationships, valu- ing the purchasing experience and the engagement of our public. To achieve this, we value excellence in handcrafted production as well as the Brazilianness of our jewelry, care for the environment, and our position on social issues. Our commitment to women's empower- ment is expressed in our workforce: of our 3,901 employees, 87% are female, and the same percentage holds true in leadership. It is also evident in our cam- paigns, which seek to portray Brazilian women diversity, and in the service in our 288 stores and kiosks, found in 25 states of the country, made up mostly of female teams. We are a Brazilian company: 100% of the gold we use is of Brazilian origin. In 2021, 69.63% of products received for sales have been produced in our factory located at the Manaus Free Trade Zone (up 1.19% over the previous year). We invest in cutting-edge technology, with a focus on operational efficiency and sustainability for the annual production of approximately 2.6 million pieces in Manaus. We use certified raw materi- als, promote the circular economy and have an indisputable position against il- legal mining. Our stores, administrative offices, and our logistics and technical assistance services follow the principles of responsible management and quality in serving all publics. We use a vertically integrated business model, which ensures greater control and flexibility in managing the production chain from creation and design to pro- duction, marketing strategy, distribution (omnichannel) and sale. Our distribution process, which in 2021 incorporated physical and online operations, is highly efficient, capable of delivering products in three days on average to points of sale and in up to four hours to customers lo- cated in São Paulo (e-commerce sales). SUSTAINABILITY REPORT 2021 VIVARA 9#6IO SUSTAINABILITY REPORT 2021 VIVARA SHI Life Mission, vision and values 102-16 Mission We exist to fascinate our cus- tomers by offering the best experience when choosing the perfect gift. Vision To be the most desired brand in Latin America for celebrating special moments. Purpose To make each story unique and special. Values • Sense of ownership: we are passionate about the company. We think, act and lead with commitment to results and our Code of Conduct. ⚫ Fascinate the customer: we have an incessant desire to win over and retain the loyalty of our customers. We work with determination to surprise them at special moments, with quality products and experiences. Creativity: we make creativity our big- gest brand, seeking innovative and ef- fective solutions. Together we are strong: we value, de- velop and recognize our team in a col- laborative, meritocratic and high-perfor- mance environment. Resilience: we are capable of adapting to changes and are persistent to over- come the obstacles. Commitments In the development of our activities, we undertake to: Base our relationship with our public on honesty, integrity and respect, so as to establish relationships of mutual trust, guided by ethical principles, which we believe are necessary for the exercise of the entrepreneurial task. Comply with all Brazilian labor laws and regulations. Respect people, whatever their hierar- chical position, origin, color, ethnicity, culture, age, social position, physical capacity, religion or sexual orientation, rejecting any practice of discrimination. • Act at all times with a commitment to the quality of the work environment, en- suring the complete physical and moral safety of our employees. Ensure fair remuneration compatible with our employees' activities, comply- ing with existing collective labor and industry agreements. SUSTAINABILITY REPORT 2021 VIVARA II#7Timeline Increase in number of stores and omnichannel initiatives Inclusion of ESG topics in strategic planning - Business Sustainability Pillar 2021 0000 2019 Going public First Life by Vivara kiosk 2014 2020 2016 2012 Life 2011 VIVARA Launch of 2007 Life by Vivara brand Launch of Vivara's first own brand of watches First store opened in downtown São Paulo 12 SUSTAINABILITY REPORT 2021 VIVARA Overcoming challenges through digital sales Implementation of omnichannel platform E-commerce launch Over 80 stores in Brazil 2003 1962 Brands 102-2 Our products are made combining exclusivity, delicacy, and personality, with raw materials best suited for each piece and situation. We have a team of designers focused on in- novation and trends, who are responsible for launching more than 30 annual collections. Besides the jewelry that marks our activity, watches, fragrances, and accessories are also part of our brands. 1992 Opening of Manaus factory VIVARA SUSTAINABILITY REPORT 2021 VIVARA#8VIVARA With the craftsmanship of goldsmith- ing that marks our history, Vivara jew- elry has an exclusive and innovative design, and follows the most stringent standards of quality and sophistication. Life VIVARA Delicate and casual, the silver jewelry, gold-plated silver jewelry and men's steel jewelry from Life by Vivara allow count- less combinations and are collectible items, offering versatility and affordabil- ity. Besides silver jewelry, we also have glasses, notepads, jewelry boxes, hand- kerchiefs, perfumes, and pens. 05 10 TOMMY JEANS Each watch was developed using approximately two PET bottles, with plastic collected from the oceans VIVARA WATCHES We produce our own brands - Vivara and Akium and represent international brands in Brazil. In 2021, the high point was the launch of Tommy Jeans ecological line, whose models bring bracelets produced with plastic collected from the ocean, sold exclusively by Vivara in Brazil. The launch is part of Tommy Jeans eco-friendly line, with #tide ocean materialⓇ. Each year, ten million tons of plastic is dumped into our oceans. #tide ocean material collects, sorts and reuses this harmful waste, transforming it into high quality material. In its first year, #tide ocean material® processed more than 15 million plastic bottles. Vivara continuously seeks the sustainability of its products, whether through certified raw materials, social and environmental development of the supply chain, or more sustainable raw materials, such as the Tommy Jeans watches collection VIVARA ACCESSORIES High quality products that both provide an eternal quality to moments and add more style to our customers' daily lives. Wallets, cardholders, eyeglasses, pens, jewelry boxes, watch holders, necessaires, and notepads are offered in exclusive Vivara models. VIVARA FRAGRANCES Our brand of perfumes for women and men, which interacts with the exclusivity and sophistication of the Vivara and Live by Vivara brands. 14 SUSTAINABILITY REPORT 2021 VIVARA SUSTAINABILITY REPORT 2021 VIVARA 15#9Geographical presence We are present in all regions across Brazil, and more than 99% of our points of sale are located in shop- ping malls, offering us a competitive advantage in terms of ramp-up time of our points of sale and safe- ty for our customers and products. Additionally, we have three distribution centers based in the south- ern region of the city of São Paulo and in the cities of Embu das Artes and Diadema (SP). We serve all Brazilian cities through e-commerce. 26 kiosks 1 229 Vivara stores FACTORY IN MANAUS 33 Life by Vivara stores 288 points of sale 102-4 | 102-6 In 2021, we expanded our physical and digital pres- ence by opening 46 operations: 21 stores of the Vivara brand, 20 stores of the Life by Vivara brand and 5 kiosks. The expansion in the year was equiva- lent to 3,288 square meters of sales area, up 16.5% in relation to the previous year, in all of the country's re- gions. During this period, we closed 21 kiosks, most of which were converted into stores. 2 12 2 4 12 8 19 20 103 OFFICE AND TECHNICAL ASSISTANCE IN SÃO PAULO 9 We serve all Brazilian cities through e-commerce Sustainable expansion 102-10 | 102-15 After a year of readjusting expansion plans due to the pandemic, in 2021 we were able to restore our goals and reach the desired number of new stores for the period. In total, the 46 units planned have been implemented, the majority in the second half of the year, after the full reopening of commerce. With a large Vivara presence in major centers, we searched, through a marketing study, secondary and tertiary cities with potential customers. For the Life by Vivara brand, we invested in areas where Vivara's robustness proved fertile for en- hancing this performance. As part of the commercial strategy, we have clas- sified our points of sale into three clusters and developed standard projects for the store envi- ronment, adapted to the target public, providing a customized shopping experience. Our projects are designed to be replicable, mod- ular, and nationwide, which helps not only in the implementation and cost efficiency, but also in en- suring good sustainability practices. This concern is exemplified in the choice of materials, which must be viable for acquisition and use anywhere in the country. Another concern is in developing local partners, valuing communities, encouraging reuse, and reducing transportation and time impacts. Also to increase efficiency of the projects, we im- plemented in 2021 the scale purchasing system for the new stores. With this consolidation, we optimized the performance of works, with less impact on freight, packaging, and disposal. As an energy efficiency measure, we have adopted LED lighting in all new stores and have conducted studies to continue replacing the system in exist- ing operations. Such update in technology, besides addressing efficiency aspects, aims at enhancing the spaces, through a lighting system that better displays the jewelry and promotes a sense of wel- coming. Conscious waste disposal is a condition for hiring partner engineering companies. In 2022, we want to reach cities that still do not have a physical store, and we will continue to expand to the best and largest malls in the country. Our goal is to open between 50 and 60 stores, of which 35 to 40 Life by Vivara and 15 to 20 Vivara. Also, for the year, we are investing heavily in the synergy of administrative, logistics, and technical assistance operations located in São Paulo, with their unifica- tion into a single building. This move will promote team integration and communication and increase resource efficiency. We opened 46 points of sale in 2021 and expanded our factory, by increasing the total number of employees by 21% and broadening the mix of products 16 SUSTAINABILITY REPORT 2021 VIVARA SUSTAINABILITY REPORT 2021 VIVARA 17#1018 Factory highlights In our factory in Manaus, the expansion started with the adaptation of spaces and the imple- mentation of a new work shift, which increased by 50% the number of employees. We signifi- cantly increased the product mix, both in the development of new jewelry and in factory pro- duction, which exceeded the previous year's pro- duction by 50%. Our goal is to have increasingly frequent launches, with contemporary collec- tions that meet our customers' demands. This effort led to an increase in the share of the national manufacturing of the products, maintaining the strategy of producing more and more jewelry of all categories in our factory. In the year, we increased to 69.63% the percent- age of products received from Manaus in our stores, 1.19 percentage point more than in the previous year. Life VIVARA New concept of Life by Vivara stores Celebrating the brand's ten years with significant expansion of points of sale, the Life by Vivara concept stores opened in 2021 were planned as a playful, sophisticated, and instagrammable environment that connects with the affective memories created by our products. The new layout was designed to invite experimentation, encouraging the public to explore all the diversity of products inside the store. To create a dynamic consumer journey, the envi- ronment was divided into two integrated spaces. The hot zone marks the place where the cus- tomer is surprised by luminous icons and a huge mirror on the ceiling. Through the transition of materials and colors, consumers are led to the second environment, where they find the salmon tone of a giant kaleidoscope so as to dive into the magical atmosphere of our jewelry world. Life Value creation 103-2 | 103-3 | 201-1 The pandemic brought a challenging scenario, but rapidly our teams and leaderships have mobilized so that together we presented the best solutions to our customers and investors. Our efforts to create effective, transforming, and agile solutions achieved breakthrough results in 2020 and allowed our business ex- pansion plan for 2021 to be assertively put into practice. We closed the year with a 16% market share, an increase of 2.9 percentage points in 12 months, and 4.6 percentage points in 24 months, which should continue with the opening of our points of sale, intensifying the growth curve. In addition to investing in our organic growth, we are attentive to opportu- nities for consolidation in the Brazilian jewelry market, both to reach new audiences and to supplement our product base. Our expansion plan plus the actions that be- lieve on the omnichannel approach and the digitalization investments provided gross revenue, net of returns, of R$1.84 billion, a growth of 23.7% when compared to 2019, and of 37.7% when compared to 2020. Same store sales (SSS) for the period was 16.1% compared to 2019, and 32.1% compared to 2020. We maintained very significant levels of profitability and operating cash genera- tion, even with the massive investment in our strategic initiatives. We invested over R$100 million throughout the year in stores, factory, efficiency, and technology, and we are com- mitted to accelerating investments in our stra- tegic pillars in the coming years. 1,489,872 1,338,142 8.6% -12.2% 1,842,455 32.1% 2019 2020 2021 Gross revenue (net of returns) SSS (physical stores + e-commerce) Gross profit in 2021 totaled R$991.5 million, up 24.3% in comparison to 2019, and 38.2% compared to 2020, while gross margin stood at 67.6%, in line with the Company's healthy profit- ability levels. Gross profitability was temporarily affected by the increase in headcount and gener- al expenses at the factory due to higher insourc- ing of production and expansion of the organic volume of production. 797,745 717,483 991,478 68.5% 68.1% 67.6% SUSTAINABILITY REPORT 2021 VIVARA 2019 2020 2021 Gross profit - Gross margin SUSTAINABILITY REPORT 2021 VIVARA 19#11ESG in strategy 102-15 102-29 Through the Onyx Project, we reviewed in 2021 our strategic planning, which is aligned to the growth avenues informed in the IPO process in 2019. We have fur- ther tightened our metrics model, with fully measurable and accurate targets, redesigning the day-to-day manage- ment of the company to keep an abso- lute focus on strategy. Project Onyx delivered the strategic business planning until 2026, reorga- nized the internal governance, and conceived a new structure to manage the several projects expected for the next years, taking into account risks, impacts, and opportunities. In this planning cycle, the vision, mission, and values were maintained, strengthening the top management's conviction in the definitions made in the IPO and contrib- uting to a solid and robust long-term vision for the company. All the business goals defined were built on four strate- gic pillars that drive our ambitions for the coming years. The strategic review included ESG aspects in the Business Sustainability pillar, with implications for the topic's governance. This movement con- solidates our vision of the future as being the world's best Brazilian jewelry store in terms of stimulating the circular economy in the jewelry chain, social and environmental responsibility in operations and in the origin of our raw materials, and the culture of diversity and female empower- ment in the organizational environment. We think that moving in this direction is the best way to sustain our leadership in the segment, according to market and regulatory principles. The Business Sustainability pillar has the pur- pose of ensuring business continuity with regard to people, culture, processes, capabilities, and environmental, social, and governance aspects. With the revision, the target number per executive was reduced in order to have more focus on the implementation of the defined strategy. Further- more, the top management becomes impacted by the fulfillment of the strategic pillars, reinforcing cross-company nature of ESG aspects, tying the bonus of an even greater number of executives and teams to the established targets. Thus, the specific business goal for ESG issues unfolds into important goals for Vivara's perpetu- ity, and they also become part of the strategic risk matrix. The definitions for 2022 and the vision for the coming years represent a substantial ex- pansion of the impact of these topics. To ensure alignment with key aspects of the ESG agenda, we want to ensure full compliance to the market and global demands over time. GROWTH AND BRAND It reconciles the financial vision with positioning decisions and brand strengthening. BUSINESS SUSTAINABILITY It ensures continuity of the current business regarding people, culture, processes, capabilities, and ESG. 20 SUSTAINABILITY REPORT 2021 VIVARA Strategic pillars PRODUCT AND CUSTOMER It provides Vivara with a customer centric vision, focused on the journey and experience that the product delivers to the customer. ESG Governance Management and governance Governance People, Culture and Governance Committee A Sustainability Committee (CEO, CFO, People and Management Executive Officer, Marketing and Sustainability Executive Officer) ESG targets tied to the variable bonus of teams and executives Business Sustainability Pillar DIGITAL TRANSFORMATION It considers the company of the future in terms of processes, technology, culture, and people. Operational group and specialists Cross-company ESG groups BUSINESS SUSTAINABILITY SUSTAINABILITY REPORT 2021 VIVARA བ 21#1222 Omnichannel In 2021, we celebrated the balance be- tween digital and face-to-face sales, in- creasingly unified and related through omnichannel, which brought the chan- nels convergence and started a revolu- tion in the relationship we build with our customers. Though physical stores have resumed full operations, digital sales kept penetration above pre-pandemic levels, thus contributing to significant sales growth. In 2021, digital sales ac- counted for 17.4% of total revenue, com- pared to a penetration of 8.0% in 2019. In addition to digital sales growth, tech- nology has enabled much more efficien- cy based on the process chain. This integration between channels brings greater insight into the customer, open- ing up new paths to implement a pur- chase journey vision. More and more, we want customers to be able to have a unique and integrated experience, en- joying unique journeys regardless of the medium used for service and purchase. By optimizing research and monitoring tools, we improved the relationship with the public on several fronts, strength- ening ties. One of the year's highlights was the implementation of the inbound WhatsApp, through which customers from digital channels can communicate directly with store saleswomen. The im- plementation of the sales management application allows our teams to have control of all processes at the palm of their hands. Assisted sales offer a fully integrated omnichannel experience. In 2021, a third of our online transactions were assisted by the store teams Products are available from any Vivara unit - just a click away for both the seller and the customer Project Joias em Ação (Jewelry in Ac- tion) launched in April 2020 positively contributed to the online channel's per- formance. In Joias em Ação, an active sales program through WhatsApp, we started having automated measure- ments, able to provide more assertive information to consolidate strategies, evolve in the segmentation per purchase category, and create targeted and effec- tive campaigns. In the year, the project accounted for 31.7% of digital sales, re- cording total sales of R$101.5 million. We have the largest online traffic share of any company in our segment - in other words, our digital channels are the answer to most of the searches made by consumers - which only confirms our relevance and the quality of the commu- nication with our customers. Therefore, we intend to increasingly customize the experience through targeted communi- cation and branding, to reach a highly qualified audience, with great conver- sion potential. Logistics intelligence Synergy between physical and digital sales was also enhanced due to the in- tegration of our inventory, which facili- tated services such as in-store pickup (purchase on site and collect from the store), ship from store (site purchase and store delivery), and store sales of e-commerce products using tablets. If previously it was only possible to offer jewelry available at the stores, now we have products available at any Vivara unit, which are just a click away for both the seller and the customer. With data management based on man- ufacturing and logistics, we achieved a healthier inventory and improved goods turnover, since from the moment an item enters the platform, it can be purchased by people anywhere in the country. In the supply chain, intelligence allows us to figure out where products have more demand and acceptance, distributing the mix more efficiently and assertively. At the end of this process, we improve the customer's satisfaction, as he can receive his purchase in a shorter period of time by decentralizing the stock. In terms of sustainability, optimized distribution allows the reduction of fuel consumption and pollutant gas emis- sions, besides lowering freight costs. By building a decentralized logistics network, we optimize delivery options, providing a win-win for company, cus- tomer, and environment. SUSTAINABILITY REPORT 2021 VIVARA SUSTAINABILITY REPORT 2021 VIVARA 23#13Focus on sustainability - Thais Designer 24 SUSTAINABILITY REPORT 2021 VIVARA ESG leadership As the largest jewelry company in Bra- zil, we are convinced that we need to lead by example also in aspects related to sector sustainability. That is why we keep a close eye on the internal man- agement of this topic and on our sup- ply chain, the biggest challenge in our segment, working with traceability and auditing for the development of the supplier network. We believe that respecting environmen- tal, social and governance (ESG) issues adds value to our products, reduces business risk, and is part of our respon- sibility in building a better future for all. We progressed greatly in the governance of these aspects in 2021, by defining our vision of the future for sustainability, which culminated with the creation, at the end of the year, of an ESG commission, made up of top leadership. We believe that sustainability is a jour- ney, and we focus on the continuous improvement of this process. In this sense, we work so that this topic is considered across the different busi- ness areas and in our daily decisions. ESG journey: Focus on continuous improvement VISION OF THE FUTURE 2019 2020 2021 2022 2023 STRUCTURING Creation of the Sustainability area and adherence to IRMA, RJC, Global Compact, and Women's Empowerment Principles. IMPACT MANAGEMENT Start of the Supplier Chain Development and Audit Program, Waste Management Plan and Supplier Code of Conduct. VISION OF THE FUTURE PROJECTS Supplier audits, resolution of audit action plan, GHG inventory, sector positions, and definition of environmental and social causes. CONTINUOUS IMPROVEMENT Consolidation of ESG actions, focusing on indicator management and target definition. ESG CONSOLIDATION Publication of ESG targets, with focus on efficiency and results. SUSTAINABILITY REPORT 2021 VIVARA 25#1426 Materiality matrix 102-40 | 102-42 | 102-43 Material topics 102-44 | 102-46 | 102-47 | 103-1 In order to engage our stakeholders and incorporate their perceptions into our sustainability strategy, we car- ried out a materiality process in 2020, which also drives this report. Based on analysis of the reports of companies in the sector and the corporate sustain- ability guidelines, we selected topics for an online consultation question- naire that was submitted to 31 of our stakeholders (employees, suppliers, in- vestors, customers, associations, the community and others). To align the results of the consultation with the global demands and corporate strategy, we considered, for materiali- ty, the Sustainable Development Goals (SDGs) of the United Nations Agenda 2030, as well as our corporate policies and strategic business vision. The ma- teriality matrix has seven priority topics and breaks down into 15 material top- ics. Therefore, we worked to improve the measurement of the indicators con- sidered relevant and the connection of these aspects to the corporate strategy as a whole. The materiality matrix re- view will take place in 2022. Topic boundary² Topic Material aspects GRI Indicators SDGs¹ Inside Outside 1. Ethics and integrity 2. Team care 3. Customer safety and satisfaction •Transparency • Fight against corruption • Promotion and defense of human rights •Health and safety of Vivara's employees Promotion of diversity and equality between employees • Opportunities for employees' development - training and education • Responsibility for the prod- uct and relationship with customers 102-24, 102-25, 102-26, 102-28, 201-4, 205-1, 205-2, 205-3, 206-1, 406-1, 408-1, 409-1, 410-1, 412-1, 412-2, 419-13 ETWORK AND 12 202-1, 401-1, 401-23, 401-33, 402-1, 403-1, 403-8, 403-9, 403-10, 404-1, 404-3, 405-1 10 LEMATES 416-2, 417-3, 418-1 12 АНОРОЗОСТОВ ARY + SUSTAINABILITY REPORT 2021 VIVARA 4. Support for adoption of good social and environmental practices in the value chain 5. Environmental management and climate change DECENT AND Relationship with suppliers 204-13, 308-1, 414-1 Waste and materials • Water . • Energy • Emissions • Measures for adaptation to climate change 201-2, 301-1, 301-2, 302-1, 302-3, 303-3, 303-4, 303-5, 305-1, 305-2, 305-3, 306-1, 306-2, 307-1 7MYORDAM 13 14 W 蓮花 15 6. Economic and operational performance • Economic result achieved and percentage returned to society 102-15, 201-1, 207-13, 207-23 DECENT WORK AND 17 FOR THE 7. Contribution to development of communities Relationship with local communities 203-1, 411-1, 413-1, 413-2 frtt.t ABO 12 1. The cross-referencing of the Sustainable Development Goals (SDGs) and their targets with the topics covered throughout the report can be followed at the beginning of each chapter. The correlation with the reported GRI indicators can be seen in the Index at the end of the publication. 2. The topic boundary shows where impacts occur, whether inside or outside Vivara. 3. Indicators added in 2021. Please send any questions or suggestions relating to this publication to: [email protected]. 102-53 SUSTAINABILITY REPORT 2021 VIVARA 27#1528 Vision of the future for Sustainability 102-42 102-43 To determine our main positions in the environmental and social dimensions, we have structured our Vision of the Future for Sustainability, which had the participation of several areas of the company and gave rise to a set of ac- tions starting in 2021. Our focus was on women's empowerment, diversity, and social and environmental respon- sibility in raw materials and operations. Our Vision of the Future for Sustain- ability was developed by consulting our internal public - employees, man- agers, and executive officers. Based on this consultation, we outlined an action plan for the period of 2021-2023, which will be reviewed annually with a focus on the 2030 Agenda commitments. For the changes to be effective, we have enhanced our communication, adopting a 360° format in order to ad- just tools and conducts of all internal and external public. So, while we focus on campaign agendas, for example, we dedicate a lot of effort so that the discourse is also strengthened as an institutional practice at all levels. Sustainability pillars Transparency, ethics, and social and environ- mental responsibility have always been part of our business, since its foundation. In 2019, we structured the Sustainability area, which works across the board within Vivara, with the pur- pose of ensuring that the different business areas are aligned with our long-term vision on ESG issues. Our ESG agenda is based on the concept of continuous improvement, and in order to organize our strategy and goals in this area, we have broken down the actions and projects into three pillars, whose actions will be described in the following chapters. Empowerment of women, diversity and social and environmental responsibility in raw materials and operations are our priority projects in our Vision of the Future for Sustainability Building the Vision of the Future for Sustainability CONSULTING WITH EMPLOYEES Online survey with 361 employees with the question: "For you as an employee to be proud of Vivara's contributions to society, what issues must the company not fail to pay attention to?" MEETINGS WITH TEAMS With participation of the teams from Investor Relations, People and Management, Product, Marketing, Operations, E-commerce, Compliance and Sustainability in order to identify actions and challenges related to priority causes. WORKSHOP OF CAUSES Space for dialogue among managers and members of different areas, including the Executive Board, in order to list priority social and environmental causes. ACTION PLAN Mapping of several actions, divided by area. OUR COMMITMENT It embodies the guidelines created for Vivara's manner of doing business, based on ethics, respect and transparency. SUSTAINABILITY REPORT 2021 VIVARA OUR PLANET It strengthens Vivara's commitment to responsible use of natural resources and reduction of impacts, focusing on its operations, mining and climate. VIVARA OUR COMMUNITY It reflects the manner in which Vivara relates to customers, employees, suppliers, investors, and the surrounding community. Diversity and Women's Empowerment Program. SUSTAINABILITY REPORT 2021 VIVARA 29#16Our Planet' pillar addresses our commitment to responsible use of natural resources and reduction of impacts, focusing on our operations, mining and climate 6 CLEAN WATER AND SANITATION AFFORDABLE AND CLEAN ENERGY 12 RESPONSIBLE CONSUMPTION AND PRODUCTION Responsibility in raw materials 103-2 103-3 We believe that delivering to our customers jewelry produced with what we most cherish quality and social, environmental and ethical responsibility - is indis- pensable, for these are the pillars that support our mission, vision, and values. For this reason, we pay special attention to the criteria of traceability and transparen- cy in our supply chain, so that the high added value of our jewelry also translates into sustainable values. 13 CLIMATE ACTION 14 WATER LIFE BELOW Our silver comes from Latin American mines, from our supplier certified by the Responsible Jewellery Council (RJC), and our gold comes from the Brazilian territory, from mines in the Minas Gerais and Goiás region, certified by the London Bullion Market Association (LBMA) and our circular economy program. LIFE 15 ON LAND Diamond is one of the most admired and desired gemstones be- cause of its intense brilliance and uniqueness. As a jeweler, dealing with such a precious stone is a privilege and a great responsibility. The exclusivity of our diamonds also lies in the guarantee of their origin, which is reinforced by the Kimberley process. We adopt the same high standards for buying colored gemstones, which pose the challenge of a much segmented production pro- cess and come mostly from small-scale artisan mines in more than 40 countries. For this reason, we work to create strict pro- tocols that ensure traceability of these materials. By optimizing the inventory and reducing waste, we buy the stones in the exact measure for the standard of jewelry we are going to manufacture. Our planet Andressa - Investor Relations Traceability and audit We work only with well-known mines, contemplating sustainability and com- pliance factors. Our partner selection process is extensive and thorough, thus assisting in the adoption of best prac- tices in the value chain. As well as the validation of documentation and legal requirements, suppliers undergo repu- tational screening and are audited on social, environmental and governance criteria (see Suppliers). For suppliers of finished products and industrialization, we carry out the same stringent homologation and au- diting control for the origin of the ma- terials and their environmental, social, and ethical responsibility. SUSTAINABILITY REPORT 2021 VIVARA ЗІ#17Map of diamond extraction and cutting 102-9 Factory - Brazil CANADA Cutting - India Extraction Botswana, Namibia, - South Africa, Canada, Russia and Australia BRAZIL NAMIBIA RUSSIA'S POSITION With the situation involving Russia as of February 2022, we strengthened our commitment to follow the guidelines to not purchase diamonds from conflict zones. In this regard, we have agreed with our suppliers not to purchase raw materials from this source. Our periodic audits seek to ensure the compliance of our suppliers (for more information, see Responsibility in raw materials). OD 32 SUSTAINABILITY REPORT 2021 VIVARA BOTSWANA SOUTH AFRICA RUSSIA INDIA AUSTRALIA SUSTAINABILITY REPORT 2021 VIVARA 33#1834 Circular economy 103-2 | 103-3 | 301-2 | 306-2 Optimizing resource efficiency by circulat- ing products is among the principles of the circular economy. The sustainable concept gives new life to an item by reducing the ex- traction of resources, extending the life cycle of products, and respecting the environment. We believe that these factors can be fully ap- plied to the jewelry industry, with the reuse of precious and finite metals, in accordance with the consumers' wishes, avoiding prima- ry extraction of these resources and reducing impacts to natural resources. Gold: We encourage the circularity of gold, investing in promotional actions that, be- sides preserving resources, intensify our relationship with our customers. We receive gold jewelry for reuse throughout the year, but it is during the Gold Week, carried out periodically, that the theme is highlighted: the jewelry brought in by the customers is valued at 15% above market value. Silver: in a pioneering initiative, we launched the Silver Week in 2021, a promotional ac- tion that collected raw material to give life to new products, further strengthening our commitment to the climate through tangible results. Our customers were invited to renew their collection by exchanging bracelets of the classic Moments line and used pendants from Life by Vivara for instant credit. Reuse of silver, compared to extraction, reduces CO2 emissions into the atmosphere by 86%. Diamonds: upgrading diamonds encourages the exchange of jewelry items acquired in our stores for others of greater value, using the old item as credit. A solitaire (in earrings, a charm, ring or necklace) can be upgraded to another diamond solitaire with a higher carat weight and higher price, by payment of the difference between the price of the new item and the amount paid for the previous one. This upgrade also applies to engagement rings, even if engraved. The items go through a recovery process and are put on sale again. Circularity of jewelry¹ NEW JEWELRY JEWELRY IS RECEIVED IN STORI The customer brings their gold, silver, or gold and silver diamond jewelry to a store where the piece is priced, generating immediate credit for exchanging for new items The new items are sold at the points of sale Circular economy The reuse of gold and silver, if compared to extraction, avoids emission of 98% and 86% of CO2 into the atmosphere, respectively, encouraging conscious consumption and turning the economy around The material is sent to the factory for manufacturing of new items MELTING AND RECOVERY PROCESS Currently, approximately 25% of our gold jewelry is produced with gold sourced through the circular economy 1. In compliance with the regulation of each campaign: Gold Week, Silver Week and Diamond Upgrade. SUSTAINABILITY REPORT 2021 VIVARA SUSTAINABILITY REPORT 2021 VIVARA 35#19Legal mining 103-21103-3 We believe that advocating and supporting fair and ethical mining practices are fundamental to en- suring the success of our business while respecting and protecting our planet. Illegal and uncontrolled exploitation significantly affects the forest's natural environmental dynamics, destroying vegetation and polluting soil and water. In this respect, we are partners with important organizations that work towards social and environmental responsibility in the sector, such as the Initiative for Responsible Min- ing Assurance (IRMA), the most prominent action in the segment. Our silver comes from suppliers certified by the Responsible Jew- ellery Council (RJC), and our gold is certified by the London Bullion Market Association (LBMA), Lon- don's leading physical gold trading center, which provides assurance about the mining processes, en- suring that extraction and mine op- eration is done correctly and fairly for people and the environment. In 2021, we also joined the Corporate Movement for the Amazon, a stance of the Brazilian business sector filed with the Vice-Presidency of the Re- public and the National Council for the Legal Amazon, in defense of the sustainable development agenda and the fight against deforestation in the Amazon. In a statement to Bra- zilian government agencies made in July, the movement pointed out that the negative image has an enormous potential of damage to Brazil, not only from a reputational standpoint, but effectively to the development of businesses and projects essential to the country. In 2021, we had no violations of indigenous peoples' rights in our own operations or those of third parties. 411-1 As the largest jewelry chain in Brazil, we recognize our role as an environ- mentally-conscious company and are committed to working together with our partners, industry peers and other stakeholders to eradicate gold extraction and illegal mining in the Amazon and in areas of environ- mental protection and preservation. This commitment was asserted publicly and disclosed by Vivara in November of 2019. Environmental management 103-2 | 103-3 | 413-2 | 306-1 | 306-2 Following the sustainability agenda or- ganizational development, we also ad- vanced in the management of our envi- ronmental impacts in the last two years. We have an area dedicated to the social and environmental topic and began the work of structuring our strategy to build a sustainability agenda. Our manufacturing operation, located in Manaus, is outside of environmental- ly protected areas and complies with all current legislation. In 2021, we conducted the Survey of Environmental Aspects and Impacts of the factory, seeking to docu- ment and qualify the operational controls of our most relevant potential impacts on the operation's surroundings. The docu- ment identifies the sources and environ- mental aspects involved in each process, including criteria for influence, scope, and severity, among others. In addition, it brings together the operational controls necessary for managing each negative impact, addressing those responsible for managing and monitoring them. The potential impacts identified refer to the possibility of noise pollution, soil or water pollution, and reduction of the avail- ability of non-renewable natural resourc- es, and to avoid them we perform controls on waste generation, noise, and effluent treatment. As 99% of our stores operate inside established shopping malls in large cities, we have not identified specific im- pacts on local communities. In 2021, we developed our corporate-wide Solid Waste Management Plan (PGRS). At the factory, the PGRS created in 2020 has been improving the waste manage- ment system. We count on distributed and identified collectors in strategic ar- eas. The residues are sent to a temporary storage area and are removed by the dis- posal company on a daily basis, in order to avoid buildup in our facilities. In the second half of 2021, we started sending the waste for incineration, a more envi- ronmentally-effective treatment, avoiding landfill exhaustion and soil dumping. The incinerator used is licensed, and the com- pany regularly presents gas emission re- ports. We are committed to zero waste to landfill, and this goal must be met by our factory by 2023. We are focused on con- tinuous improvement of our manufactur- ing waste management and comply with the principles of reduced generation, re- use, recycling, and better environmental disposal. To do so, we program training and awareness projects for our employ- ees, aiming at improving the quality of segregation at the generating source. At our factory, we are committed to zero waste to landfill by 2023 36 SUSTAINABILITY REPORT 2021 VIVARA SUSTAINABILITY REPORT 2021 VIVARA 37#20We implemented new management measures during the year, with transport and destination control by the federal government system for the preparation of Waste Transport Manifests (MTR) and control of Final Disposal Certificates (CDF). This system provides information security so that the generator and the re- ceiver are in direct contact and can feed and correct the system. By adding the second shift at our fac- tory, we had an increase in water and energy consumption in 2021. All the water captured from third parties is for common use, and the groundwater source supplies the industrial process- es. The certification goes through a bi- annual validation process for capture Indicators: factory of groundwater sources. All the water (100%) used in our operations is chan- neled to treatment stations, in compli- ance with environment laws. 303-4 | 303-5 We work continuously to provide pack- aging with a higher recyclability index and lower post-consumption impact. The paper and cardboard used are cer- tified by the Forest Stewardship Coun- cil (FSC) and accounts for 99% of our packaging volume, which is entirely renewable. A small portion of our pack- aging is of non-renewable source, in our glass perfume bottles. 301-1 Attention to climate changes 103-2 103-3 | 201-2 | 305-1 | 305-2 | 305-3 To improve the monitoring and mitigation of climate change impacts, in 2021 we conduct- ed our first Greenhouse Gas (GHG) Emissions Inventory, in compliance with standards of the International Organization for Standardiza- tion (ISO) and the GHG Protocol methodology. Our inventory takes into account emissions of Scopes 1, 2 and 3. In 2021, Vivara's direct GHG emissions (Scope 1) from the factory use of LPG and diesel, fugitive emissions and effluents were 394 tCO₂e (Kyoto). Emissions from the purchase of electricity (Scope 2) were 977 tCO2e. * We are constantly working to improve the management and records of Scope 1 emissions linked to the maintenance of refrigeration equipment and fire extinguishers. We are committed to disclosing our Scope 3 emissions in the next report, and we are working with suppliers to establish the best emission fac- tors for our raw materials. It is worth mentioning that the emissions related to the purchase of goods (gold and silver) showed a significant reduction due to the use of recycled ma- terials from our circular economy campaigns. The calculation was based on procurement data, sort- ing purchases according to the source (extraction and refining or recycling), using emission factors published in a recognized study in the field. Emis- sions from the cutting of colored gems and dia- monds were not considered in the inventory due to lack of data in public emission banks. ELECTRICITY CONSUMPTION 302-1 | 302-3 649 ELECTRICITY 1,474,687 kWh 649 KWH/UNIT PRODUCED¹ 0.557 Water consumption 303-31303-5 Well Concessionaire Total Liters/unit produced¹ 1. Unit produced = SKU (jewelry, Life by Vivara and watches). 2020² 2021 10,312 m³ 17,226 m³ 829 m³ 833 m³ 11,141 m³ 18,059 m³ 6.31 6.82 2. Erratum: In 2020, we reported incorrect water consumption data due to a problem in the data collection and data input, where only part of the concessionai- re's water consumption was considered. 102-48 38 SUSTAINABILITY REPORT 2021 VIVARA SUSTAINABILITY REPORT 2021 VIVARA 39#21Our Community' pillar shows how we relate to customers, employees, suppliers, investors, and the surrounding community 5 8 GOOD HEALTH AND WELL-BEING QUALITY EDUCATION GENDER EQUALITY DECENT WORK AND ECONOMIC GROWTH 10 REDUCED 11 INEQUALITIES SUSTAINABLE CITIES AND COMMUNITIES ::: 12 RESPONSIBLE CONSUMPTION AND PRODUCTION 16 PEACE, JUSTICE AND STRONG INSTITUTIONS Customers Our mission is to fascinate our customers with service excellence and offer them the best buying experience. We have an omni- channel sales platform that offers a versa- tile and flexible shopping experience. Our model gives us the flexibility and ca- pacity to adapt to diverse markets and target customers. The strategy follows the customer centric concept, where all initia- tives and actions aim at satisfying our cus- tomers by identifying their needs. This allowed us to achieve a Net Promoter Score (NPS) of 93 in 2021, according to the evaluation made by our customers, three points higher than that of the previous year. Even with a high level of excellence indicator, our focus is to carry out analyses to identify what we can still improve in the customer experience, reviewing internal processes and policies. Through CRM2, we had better interaction with each customer according to their in- terests, seeking to broaden contact and make it multichannel as a tool to improve NPS. We offered customized services to our customers through experienced and constantly trained teams. We believe that this customized service, which we call "assisted sales", leads to greater custom- er loyalty, making the buying experience pleasant and unique. Approximately 32% of our customers are recurring custom- ers that make more than one purchase from us annually (see more information in Omnichannel). Customer loyalty is also boosted through benefits, such as the bonus program that converts 10% of each purchase into a dis- count for a future purchase, as long as it does not exceed half of the new invested amount. The initiative, explained to benefi- ciaries via SMS, includes a survey for each customer to assess their buying experi- ence. On average, for every R$1 sold ini- tially, other R$5 is raised through this bo- nus, which is very positive for both sides. According to an evaluation made by our customers, in 2021 we achieved a Net Promoter Score (NPS) of 93, three points higher than the score of the previous year Our community Bruna - Marketing 2. Customer Relationship Management: customer relationship management process. SUSTAINABILITY REPORT 2021 VIVARA 41#22Investors 102-10 Employees 103-2 | 103-3 We stood out in the annual Latin Amer- ica Executive Team survey conducted by the Institutional Investor. The survey gathers opinions from analysts, invest- ment managers, and executives from financial institutions worldwide to pick the best investor relations initiatives, the best IR professionals in each sector and region, and the best environmental, social, and governance practices and strategies. We stood out in the catego- ries of Best Investor Relations Program, Best IR Professional, and Best ESG Strategy in the Retail Small Caps sector. In the overall industry ranking, we were placed sixth among Latin American re- tail companies and third among Brazil- ian retail companies. Vivara has 42% of its outstanding shares diluted and 58% held by the controlling group shareholders, with 236,197,769 common shares listed in the Novo Mercado, the highest level of Corporate Governance of B3 - Brasil, Bolsa e Balcão S.A. (B3), under the tick- er VIVA3. At the end of 2021, we had 39,770 shareholders in our sharehold- ing base, a 27.1% increase since the IPO in October 2019, consisting mainly of individuals. In 2021, the capital market was also af- fected by the uncertainties caused by the COVID-19 pandemic. Being in a highly penalized sector, VIVA3 shares devalued by 10.5% (adjusted for corporate events), while the Ibovespa index declined 11.8%, reaching the market value of R$6.1 bil- lion on December 30. Average daily fi- nancial trading volume of Vivara shares was R$30.9 million in 2021. Vivara shares are included in the fol- lowing eight B3 indices: IBRA (Brazil Broad-Based Index), ICON (Consumer Stock Index), IGCT (Cor- porate Governance Trade Index), IGCX (Special Corporate Governance Stock Index), IGNM (Novo Mercado Corporate Governance Index), INDX (Industrials Index), ITAG (Special Tag-Along Stock Index), and SMLL (Small Cap Index). We know that all of our results for our customers, investors, and society de- pend on the dedication of our teams. In this sense, we seek to provide fair and healthy work environments, creat- ing processes that meet our strategic goals and provide positive experiences for employees. These aspects became even more important in a year of Vivara's strong expansion, where we increased our workforce by 21%. Especially at the factory, this increase was 50%. With confidence in our values, we contin- ued to invest in people, maximizing their opportunities and always ensuring san- itary conditions for the performance of their duties with safety and recognition. Throughout 2021 we reassessed our people plan, which becomes better structured in 2022. We reshaped pro- cesses, such as the career and succes- sion cycle, to create meritocracy win- dows within the company, opportunities for internal development and external talent attraction programs. More than half of the current sales managers were promoted internally. We focus on continuous improvement to pursue the increase of our employ- ee satisfaction index (eNPS), measured based on criteria aligned to renowned methodologies and certifications, eval- uating aspects related to work environ- ment, organizational atmosphere, and people management. Seeking to reduce our turnover, a challenge in the retail sector, we carry out monthly follow-ups with clippings and stratification to find root causes. In this way, we can discard seasonality effects and establish ac- tions considering specific publics. 42 SUSTAINABILITY REPORT 2021 VIVARA SUSTAINABILITY REPORT 2021 VIVARA 43#23Employee profile 102-8 826 NORTH NORTHEAST MID-WEST SOUTHEAST SOUTH 13% male 289 C 87% female 44 SUSTAINABILITY REPORT 2021 VIVARA 406 42.7% 51.2% UP TO 30 YEARS 31 TO 50 YEARS 428 Vicky Using digital technology, a new tool for assisting employees was launched in the year. Following the brand identity, Vicky is the virtual attendant in chatbot format available on Vivara's intranet. By using it you can obtain information about payroll, vacation, and benefits, among other per- sonnel department services. 1,952 #weare digital Have you already accessed Vicky? MOM 6.0% + 50 YEARS Training and development 103-21103-3 We have people management tools based on data analysis that allow us to efficiently manage the performance of our employees with individual targets. We provide intensive training to our sales team through 50 school stores for on-site training and an e-learning platform for remote training. We have an aggressive compensation policy, in which the variable component of sala- ries is 65%. The advance of online training yielded good results during the year, without forgetting the on-site updates. We had more than 300 thousand hours of train- ing in the year, a number boosted by the large volume of hirings due to the expansion of points of sale. The training agenda for 2022 was de- signed to also address more specific as- pects of the sales area, such as assisted selling and the attributes of our products. We mapped the Company's leadership journey, ensuring strategy alignment. We work so that our leaders act to con- nect people to our business, preparing them for day-to-day management, with the support from the Human Resourc- es area. We launched the Leadership Development Program, with activities that promote reflection on the role of high performance leaders. In 2022, the program will have new modules related to our culture, values, processes, and strategic planning. SUSTAINABILITY REPORT 2021 VIVARA 45#24Training 404-1 www Health and quality of life 103-2 | 103-3| 403-1 | 403-8 90.69 training hours per employee 111.58 training hours per employee per store On-site classes: Webinar: 4,632 hours 16.18 training hours per corporate employee 302,633 training hours 17,814 hours On the job: 177,492 hours People care was even more important in 2021, the year to relax isolation without giving up sanitary protocols. With the ad- vent of the second wave of the pandem- ic, we started holding weekly meetings with store managers, aiming at ensuring everyone's protection. Since the onset of the pandemic, we have by liberality kept pregnant women working from home during 2021, regardless of changes in laws, maintaining their activity in a remote format through the digital platforms. We kept all health and safety measures related to the pandemic at the work en- vironment, with a health questionnaire, screening, informative lectures, physi- cal signs for social distancing, provi- sion of alcohol gel, protective masks, and inclusion of partitions for greater isolation of the employees in possible activities, in addition to daily monitor- ing of suspected and confirmed cases and vaccination records. All our employees are covered by collec- tive labor agreements. With publication of Provisional Measure 1,045 in April, we have negotiated several collective la- bor agreements with the representative labor unions in each location to ensure better conditions for our employees, giv- en the reduced work hours and contract suspension measures required due to government restrictions imposed by the pandemic. 102-41 We are committed to the promotion of a safe and healthy work environ- ment. A consultancy specialized in occupational health and safety is responsible for managing the Pre- vention and Environmental Risks Program as well as the Occupation- al Health Medical Control Program. The indicators of the area are man- aged by the Integrated Occupational Management Software (SOC), which covers 100% of the workforce. We make periodic evaluations of com- pliance with the rules via monitoring. We recorded no fatalities or serious incidents in 2021, with only four acci- dents in total. 403-9 In addition to the existing health programs, the following were im- plemented in the year: Personal Support Program (psychological/ legal/financial), Pregnant Women Program, Chronic Illness Program, Integral Mente (psychological sup- port program for critical cases), and telemedicine with medical and psy- chological services. We provide an extensive benefit plan to all employees, which in- cludes medical and dental care, vaccination and health campaigns, life insurance, profit sharing, five- year salary, birthday day off, gym plan, and payroll-deductible loans, among others. 401-2 Online training: 102,695 hours 198 contents published in 2021 (up 119% in comparison to 2020) 9,47 of average evaluation score for the activities 3.337 employees registered on the Mundo Vivara training platform 46 SUSTAINABILITY REPORT 2021 VIVARA SUSTAINABILITY REPORT 2021 VIVARA 47#2548 Performance management 404-3 Our annual Career Cycle includes a cor- porate assessment of the company's employees. To participate in the assess- ment process, the employee must have been employed for at least six months. By 2021, 73% of our professionals were assessed, and we mapped 53% of lead- ership positions with career readiness for the next three years, in order to ensure the constant flow of management in the face of expansion challenges. For employees not in leadership positions, the process comprises self-evaluation, assessment by their immediate superior, feedback, and an Individual Development Plan (IDP). For leaders, the process encom- passes the following stages: self-appraisal; assessment by immediate superior, subor- dinates and peers; results of prior-year tar- gets; people meeting, when leaders discuss with their team members the results of ap- praisals, feedback and IDP. V j DIVER♥ S.DADE VIVARA SEJA UMA PESSOA ÚNICA E ESPECIAL DO SEU JEITO! Diversity 103-21103-3 In 2021, we started our Diversity Pro- gram a strategic project linked to our Vision of the Future for Sustainability - in order to focus and intensify our ac- tions related to the theme. The initiative is based on three axes: communication, education and affirmative actions. As we are predominantly a company made up of women, we already have female em- powerment in our DNA, and we want to use this differential to seek, in addition to gender equality, racial equality, inclusion of people with disabilities, and awareness of all aspects related to diversity, such as ethnicity, generations, affective-sexual orientation, and religion. Therefore, we want to use our brand strength and engage all our public in the perspective of inclusion, both provoking internal chang- es and influencing social change. The start- ing point for this is our internal public, the driving force behind all actions. We believe in the power of education to transform the world - with this in mind, our actions to raise awareness about diversity are a historical reparation not with minorities, but with those that have been minoritized in social representation throughout history. Our social role as a company is to repair this scenario and help maximize this change, from inside out, overcoming prejudices and promot- ing spaces where all people are welcome. In this regard, we started awareness cam- paigns through internal communication addressing topics such as racism and inclusion of disabled people and working on the concept of unconscious discrimi- nation biases, for their recognition. We also want to make our environment more diverse, and to do so we started to devise talent attraction projects, avoiding uncon- scious bias in the selection and integration processes. We will also implement devel- opment actions to strengthen the role of inclusive leadership, affinity groups, chat circles, and much more. As a support to these aspects, we have prepared commu- nication and education actions for 2022 and will carry out an internal diversity cen- sus, which will collect data on ethnicity/ race, gender, sexual orientation, beliefs, and other fronts where we can promote inclusion and equality. Also, to reinforce our female empower- ment activities, in March we carried out a special campaign honoring women, who represent the strength of the company: 12 female employees in different positions, selected based on an internal cultural con- test, were photographed by the team in charge of the brand campaigns. Thus, the Vivara Women campaign brought iconic jewelry displayed by female employees, who were models in the action and were able to share their stories. The campaign photographs illustrate this report. Our campaigns 103-2 | 103-3 | 417-3 In line with our Vision of the Future for Sus- tainability, we set up more assertive strate- gies for our campaigns, which highlight the unique character of our products, as well as creativity and sophistication attributes. We try to make sure that our marketing guide- lines are reflected in our customer service, offering jewelry suitable for different profiles. Not only do we strongly manage the com- pany's certified raw materials, but also our campaigns, which emphasize the Brazilian- ness and the attention to quality throughout our production process. We advise our agen- cies about the focus of the campaigns and they receive guidance to produce content always in line with the company's values. Diversity, a concept tied to Life by Vivara brand, permeated the campaigns, focusing the whole company on this construction. The campaign '10 Anos Colecionando Mo- mentos' (10 Years Collecting Moments) was the highlight, allowing us a broad rep- resentation of publics. In the other campaigns, we implemented the strategy of alternating models in order to vary representation and inclusion, while in the actions with influencers we also worried about adding regional and repre- sentative personalities. We also increased the presence of male models, who gained more visibility in the Life campaigns as well. SUSTAINABILITY REPORT 2021 VIVARA SUSTAINABILITY REPORT 2021 VIVARA 49#2650 Communities 103-2 103-3 | 203-1 | 413-1 We know that our responsibility goes be- Partnerships yond the boundaries of our operations. Therefore, we strive to act as agents for promoting good practices and projects that can bring about positive changes in society. Dedicating a portion of our resources to social projects is part of our institutional culture and, in line with the structure of our Vision of the Future for Sustainability established in 2021, we are now more strategically linked to these activities. We organize donations and also cam- paigns that involve our customers, seek- ing to raise their awareness about social causes through specific products. Thus, by interweaving social and en- vironmental responsibility with wom- en's empowerment topics, we have strengthened activities for valuing women and diversity, which are already very present in our engagement cam- paigns. Projects are picked according to our corporate purposes, and the do- nation counterparts are defined in the negotiation. These items, which are agreed upon in a contract, are moni- tored for the correct implementation of the projects, which are also assessed by spontaneous media metrics. Free Free: institute and platform work- ing for the emotional, financial and physical freedom of girls and women. During the campaign, which allocat- ed part of the proceeds from the sale of selected Life by Vivara jewelry in March, six women were invited to tell their life and career stories, describing the feelings that have become their greatest strength. Make-A-Wish Brasil: we have launched another unique bracelet in support of our mission to raise funds to bring hope, strength, and joy to children and young people with serious illnesses. For each jewel sold, R$100 is donated to Make- A-Wish Brasil. The collection Palavras Preciosas (Precious Words), with cus- tomizable and giftable books produced in partnership with MOL Publishers, also donates the sales proceeds to the entity. Transforma Brasil: aware of the needs of the communities where we operate, at the beginning of the year we provided support to the people of Manaus, who faced a serious crisis due to Covid-19. Together with the voluntary movement Transforma Brasil (Transforming Brazil), we donated an amount equivalent to 250 ten-liter cylinders of oxygen to the popu- lation of the Amazon capital. Instituto Quimioterapia e Beleza: project that has become a reference to women facing the diagnosis and treatment of sev- eral types of cancer, with information about beauty, self-esteem and well-being. Ampara Animal: NGO honored by the Life Pets line since 2017 - in 2022 we will ex- pand the campaign with the participation of the organization's president in the campaign and the release of images of the animals at the shelter, which may even be adopted due to the expanded reach. Tax-incentive sponsored projects We contribute to the development of com- munities through actions under incentive laws. In 2021, we negotiated projects to be implemented in 2022, if the federal govern- ment does not delay the release of the re- sources again, as it happened in 2021 due to the pandemic. Contemporâneas Vivara: created in 2020, the project recognizes the power of art and poetry on the streets, with murals and in- stallations produced by women artists, and includes training activities targeting processes of reflection, creation, and the implementation of projects organized and led by women. The idea is to extend the activities, initially carried out in São Paulo, to other parts of the country, increasing the connection with the communities and valuing Brazilian cultural production. Mempodera: national non-profit association that, through sports as an educational tool, promotes the empowerment of girls and young women and the reduction of harmful stereotypes and gender-based violence. Grupo de Educação e Estudos Oncológi- co (Geeon): the expansion of diagnostic and outpatient care for elderly women will allow the development of breast cancer prevention activities. Fundação Amazônia Sustentável: integral development program for children and teenagers in riverside communities and urban and peripheral neighborhoods in the municipalities of the state of Amazonas. As well as adding value to the forest and its biodiversity, the initiative improves the communities' quality of life. Chá Tecnológico: initiative that promotes digital inclusion of the elderly population, through training and access to digital technologies and the internet, prioritiz- ing the underprivileged population of the state of Ceará. SUSTAINABILITY REPORT 2021 VIVARA TODO QUE E-MEILT MAITA E MACILME SOU GALAXIA VICE JA CONTA DE QUE SOM S INFINITAS? SUSTAINABILITY REPORT 2021 VIVARA 51#2752 Suppliers 102-9 | 103-21 103-3 | 308-1 | 412-1 | 414-1 For Vivara, integrity and trust in relation- ships are some of the measures needed to guarantee business continuity. Our supply chain comprises suppliers of production inputs - gold, silver, colored gems, diamonds - and national and in- ternational partners in the segments of jewelry, Life, accessories, and watches. In 2021, 69.63% of products received for sales were manufactured in our factory located at the Manaus Free Trade Zone (up 1.19% over the previous year), and the remaining 30.37% were acquired from national and international suppli- ers. We have approved a new supplier for natural gems and another one for diamonds important measures for development of the supply chain, as the process has high quality and competi- tiveness criteria. - Through our Value Chain Development Program, 100% of our direct suppliers and service providers are analyzed ac- cording to environmental and social criteria, by means of due diligence and reputational analysis, or audits. All new suppliers not eligible for due diligence and audit are also informed about the Supplier Code of Conduct, a corporate guide with the objective of setting the re- quirements and general principles that should govern the ethical and social and environmental conduct of all our busi- ness partners. In 2021, the scope and reach of the supplier reputation analysis were ex- panded to cover other activities and services. With the widening of the crite- ria, we began to make this analysis for engineering and expansion partners as well. With this in mind, we set evaluation levels based on criticality. For the max- imum level, the reputational analysis is thorough, including media analysis, as a criterion for risk assessment and mitiga- tion. There are three types of risk analy- sis: assessments by approval, periodic, and on demand, to ensure the lowest possible exposure. We do not condone child, forced, slave or slave-like labor, or raw materials from illegal mining in our operations, nor do we establish commercial or institutional relationships with companies engaged in such practices, whether suppliers, ser- vice providers or partners. In 2021, we continued our direct supplier audit pro- gram and completed the audit schedule as established. We did not observe re- stricting situations in any of our suppli- ers regarding child labor, slave or slave- like labor, or raw materials without due proof of origin in the evaluation carried out during the audit. 408-1 | 409-1 Our Supplier Code of Conduct has spe- cific clauses regarding these issues. In the case of child labor, our partners must comply with the legal require- ments for programs involving young apprentices, especially those related to working hours, working conditions, wages, health and safety. • B Supplier Network Audit and Development Program 103-21103-3 Our supplier audit program seeks to verify social, environmental and governance as- pects in compliance with our principles and values outlined in our Supplier Code of Conduct, as well as to disseminate best practices in our supply chain. Among the items checked in the supplier audit are: Environmental Waste Air emissions and effluents Environmental management Chemicals Supply chain due diligence Raw material responsible sourcing Raw materials outside the conflict zone • Social • • ° • Human Rights Surrounding community Health and safety Compensation and work- ing hours Non-discrimination and respect with the worker Governance • Commitments and proce- dures regarding preven- tion of money laundering and terrorism Corporate policies and code of conduct Legal compliance Audited suppliers show an average of 89.73%³ adherence to our audit checklist SUSTAINABILITY REPORT 2021 VIVARA 3. This percentage refers to the year closing that includes the initial audit and the closing audit of the action plan of the initial audit. SUSTAINABILITY REPORT 2021 VIVARA 53#28Our commitment Marina - Executive Officer Our commitment' pillar encompasses our guidelines for doing business, based on ethics, respect and transparency GENDER 5 EQUALITY DECENT WORK AND ECONOMIC GROWTH RESPONSIBLE 12 CONSUMPTION AND PRODUCTION 16 PEACE, JUSTICE AND STRONG INSTITUTIONS Social and sectorial 102-12 | 102-13 We are aligned with national and glob- al initiatives that are benchmarks in the different themes we relate to, acting with pioneering spirit and commitment to so- cial demands. Global Compact Through our voluntary subscription to the UN Global Compact, we contrib- uted to the Agenda 2030, a global ac- tion plan that brings together 17 Sus- tainable Development Goals (SDGs). engagement In addition to establishing concrete and measurable actions to meet the ten principles of the Global Compact, we seek synergy and connect our projects to the SDGS and their targets, in partic- ular to SDG 5 "Achieve gender equality and empower all women and girls" and SDG 12 "Ensure sustainable consump- tion and production patterns". In this report, the connection of our actions and indicators is shown throughout the pages by each SDG icon. 1 NO POVERTY 7 AFFORDABLE AND CLEAN ENERGY CLIMATE 13 ACTION 2 ZERO HUNGER 3 GOOD HEALTH AND WELL-BEING 4 QUALITY EDUCATION DECENT WORK AND ECONOMIC GROWTH 9 INDUSTRY, INNOVATION AND INFRASTRUCTURE 10 REDUCED INEQUALITIES 5 сл 11 GENDER EQUALITY SUSTAINABLE CITIES AND COMMUNITIES 6 12 CLEAN WATER AND SANITATION RESPONSIBLE CONSUMPTION AND PRODUCTION SUSTAINABLE DEVELOPMENT M GOALS 14 LIFE BELOW WATER 15 LIFE ON LAND PEACE, JUSTICE 16 AND STRONG INSTITUTIONS 17 PARTNERSHIPS FOR THE GOALS QO SUSTAINABILITY REPORT 2021 VIVARA 55#2956 Responsible Jewellery Council We are the only Brazilian jewelry company to be a member of the Responsible Jewel- lery Council (RJC), a non-profit organization that promotes responsible environmen- tal, social and ethical practices, respecting Human Rights in the entire supply chain of the gold and diamond jewelry industry, from mines to retail. We comply with the entity's code of practices, and our participation reflects in the adoption and diffusion of ethical practices in our operational chain, ensuring the compliance, integrity, and transparency of our entire production cycle. The Amazon Business Movement In 2021, we joined the Amazon Business Movement led by the Brazilian Business Council for Sustainable Development (CEBDS). The movement aims at expressing concern about the country's image negative perception abroad regarding social and environmental issues in the Amazon and other Brazilian biomes, and strengthening the support and participation of the Brazilian business sector in taking positive action. We are committed to an effective agenda to defend sustainable development and pro- mote recovery of the Brazilian economy in a circular, low-carbon, and inclusive econo- my model, where there is no controversy between production and preservation. Initiative for Responsible Mining Assurance We are the only Latin American jeweler to be part of the Initiative for Respon- sible Mining Assurance (IRMA), which assesses mine performance in terms of worker health and safety, human rights, community participation, pollution control, indigenous peoples' rights and transparency. We have undertaken the commitment to encourage our suppliers to join the protocol and comply with lo- cal laws and the best standards for responsible mining. In 2021, we adhered to the letter that was sent to large mining companies around the world to publish the commitment of this group of buyers we are part of. Entrepreneurs for the Climate Positioning Also in coordination with CEBDS, we have signed the Entrepreneurs for Climate Positioning, a letter taken to COP26 in 2021 that states clearly the commitment of Brazilian companies to comply with the Paris Agreement and urges society and political players to support Brazil's engagement in the new global reality of climate economy, through the green recovery of the economy and the active par- ticipation in the Glasgow conference. Kimberley Process All diamonds used in our jewelry come from mines certified by the Kimberley process, an international mechanism for certifying the origin of rough diamonds, which seeks to prevent the illegal trade of diamonds that finances armed con- flicts. Countries participating in the program undertake to comply with import and export requirements, have transparent practices, and exchange key statisti- cal data. Brazil began to take part in this system in 2003. SUSTAINABILITY REPORT 2021 VIVARA SUSTAINABILITY REPORT 2021 VIVARA 57#30Ethics and conduct 102-16 | 103-2|103-3 | 205-1 | 205-2 | 412-1 Our honesty and integrity background allows us to have excellence in ethical conduct. In 2021, we revised the Code of Conduct, strengthening Human Rights pil- lars and simplifying the code by drafting internal policies regarding anti-corruption, souvenirs, gifts and hospitality, and dona- tions and sponsorships. The document was approved by the Board of Directors in February 2022, with immediate communi- cation to the market. In 2021, we strengthened our Money Laundering Prevention Program, in ac- cordance with Resolution no. 36 of the Fi- nancial Activities Control Council (COAF), published in June. With agile adjustment of procedures, policies, and tools, we hired a tool to automate and help manage this program, whose changes were absorbed into the company's internal policies. The business corruption risks are limit- ed to dealing with public agencies in the case of inspections. In order to mitigate any risk, inspections are centralized in the corporate area. In 2021, we enhanced the depth of reputational analysis by includ- ing restrictive lists in the negative media analysis, in a process formalized in Feb- ruary 2022. At the same time, we sought to strength- en the culture of ethics and integrity with our annual training schedule for our em- ployees, ranging from expected behav- iors according to our Code of Conduct to procedures in compliance with current legislation, such as the money launder- ing prevention regulation and the General Data Protection Law (LGPD). In 2021, we provided all employees (corpo- rate, stores and factory, including executive officers) with two digital training sessions on preventing money laundering and fight- ing terrorism financing, lasting approxi- mately 30 minutes each, to consolidate the internal procedures adopted by Vivara. This topic is also part of the mandatory compliance training track, which includes modules on the Code of Conduct, with the goal of reinforcing the aspects of the document. In 2021, 85% of our employees participated in the activity. Also, in the year, 98% of the active employees were certified in Vivara's Ethics course, which addresses Human Rights, among other topics. There were 1,585 certifications, totaling 2,847 hours of training in the Code of Conduct course. 412-2 87% to 91% of our staff adhered to the training against money laundering and terrorism financing Open Channel Our Open Channel enables safe communication, to be made anonymously if desired, of any conduct considered to be anti-ethical or that breaches the ethical principles and standards of conduct or the current legislation. In 2021, the policy and procedure related to this process were reviewed. The channel can be contacted by phone at 0800 377 8024 or through the web- site Canal Aberto Vivara (canalconfidencial.com.br). We handle all com- plaints with impartiality and secrecy, with prior assessment by a third-party company. Moreover, all the complaints have a corrective and/or preventive action plan, which are monitored by the Compliance area until they are fully handled. The Open Channel indicators are reported to the People, Culture and Governance Committee for information and follow-up, besides being the last resort in any deliberation of greater criticality. With the purpose of stimulating its use, in 2021 we increased communication actions about the topic. 102-17|102-33 | 102-34 58 SUSTAINABILITY REPORT 2021 VIVARA SUSTAINABILITY REPORT 2021 VIVARA 59#3160 SUSTAINABILITY REPORT 2021 VIVARA Risk 102-11 | 102-15 management We update our risk matrix annual- ly, mainly focusing on strategic risks, through a more complete and struc- tured mapping. In 2021, we received support from an external consulting firm, which updated the document con- sidering the main concerns of Vivara's top management and the company's strategic goals. Next, we started to re- view the action plan in order to define the controls to mitigate the risks, in a cyclical process, according to the tar- gets we have set for the company. The ESG risks were included among our strategic risks, as part of the advances made in 2021. Our risk management policy intends to establish guidelines, controls, proce- dures, and responsibilities related to the identification, assessment, treatment, and monitoring of the risks related to our activities. The process, integrated to the targets and goals of the busi- ness, requires the active participation of all employees, the adoption of best practices, and the dissemination of the risk mitigation culture and knowledge at all levels. Risk management is the responsibili- ty of the Board of Directors; the Audit, Finance and Risks Committee; the In- ternal Audit, Compliance and Internal Controls Area; and the Business areas, which have distinct duties and must act together in an integrated manner. The Audit, Finance and Risks Commit- tee evaluates and monitors Vivara's exposure to risks that could affect its sustainability, and also assesses the effectiveness of the risk management model, suggesting solutions for en- hancement of internal processes. 102- 33 | 102-34 | 207-2 $ ° Strategic risks: those that can prevent or affect the implemen- tation of the Company's strategic decisions for its business goals. Operating risks: those that involve operation, information sys- tems, processes, internal controls, customers, revenues and other activities that may result in financial losses, damage to reputation and image, reduction of the Company's profit, among other factors. Financial risks: those that arise from unexpected effects on the economic or political scenario, and from market trends, which could have an effect on consumers' behavior, interest rates, inflation, financial investments, among other factors. Financial risks also include credit risks caused by the failure of a financial instrument's customer or counterparty to com- ply with their contractual obligations, which may arise mainly from receivables originated by retail customers, from invest- ments and liquidity risks. الجمال • ⚫ Compliance risks: those caused by non-compliance with laws, rules, regulations and internal policies on ethics and conduct, or due to unresolved or future legal proceedings that may lead to fi- nancial loss and damage to the Company's reputation and image. SUSTAINABILITY REPORT 2021 VIVARA 61#3262 Corporate governance 102-18 | 102-24 | 102-29 With shares listed on the Novo Merca- do of the São Paulo stock exchange (B3) since 2019, Vivara is committed to the highest corporate governance level of the Brazilian stock exchange. The se- lection of Directors takes into account qualifications, knowledge and gender diversity, experiences, supplementary experiences in executive roles, identi- fication with Vivara's corporate activity principles, and absence of conflicts of interest. On our site Investor Relations, all the updated documents correspond- ing to the highest body of governance are available. 102-25 | 102-26 Under its charter, our Board of Directors may comprise at least five (5) members (as in 2021) and not more than nine (9) members, all elected and removed by the General Meeting, with an unified term of office of two (2) years and the possibility of reelection. At least two members must be independent directors - we have four independent directors, 80% of the total. The Executive Board has at least four (4) and at the most ten (10) members, stock- holders or not, who are elected and may be dismissed at any time by the Board of Directors, and they can serve simultane- ously in other positions. It is the Board of Directors' duty to de- termine and monitor the implementa- tion of the Company's strategy, taking into account social, environmental and economic aspects with the aid of con- sultations to stakeholders. The directors analyze information including Vivara's Management Report; expansion projects and investment programs; risk manage- ment; and the Company's main execu- tives' performance evaluation. Our Policy on Related-Party Transactions and Other Situations Involving Conflicts of Interest ensures that all decisions are made in the best interests of the Company and its shareholders, and are conducted on an arm's length basis, following the best corporate governance practices, with due transparency. The Board of Directors and its commit- tees carry out evaluation of their own per- formance as a body, and of each one of their members, at least once a year. The evaluation process is the responsibility of the Board Chairman, who may use spe- cialized external advisers. The statutory directors are also assessed individually by the Board of Directors. The results of the evaluations are used to assess perfor- mance and seek opportunities to improve the Company's governance. 102-28 Board of Directors Composition Sylvia de Souza Leão Wanderley Director Main duties: strategic planning, people management and marketing Fábio Coelho Director Main duties: digital strategy, omnichannel and innovation João Cox Neto Chairman Main duties: corporate finance and corporate governance SUSTAINABILITY REPORT 2021 VIVARA Anna Andrea Votta Alves Chaia Director Main duties: retail, marketing and operations strategy Márcio Monteiro Kaufman Director Main duties: empreendedorismo, gestão e visão de negócios Audit, Risks and Finance Committee: re- sponsible for supervising the quality and integrity of financial reports; compliance with legal rules, bylaws and regulations; adequacy of risk management process- es; and activities of external auditors. Coordinator: João Cox Neto. Members: Anna Andrea Votta Alves Chaia e Fabio José Silva Coelho. People, Culture and Governance Com- mittee: responsible for supervising mat- ters relating to human and organizational development and to people management processes, organizational culture, and cor- porate governance. Coordinator: Anna Andrea Votta Alves Chaia. Members: Sylvia de Souza Leão Wanderley e Marcio Monteiro Kaufman. SUSTAINABILITY REPORT 2021 VIVARA 63#33Women's Empowerment Principles The seven principles Promote the strengthening of women's leadership in the workplace and in the productive chain of companies: this is the goal of the Women's Empower- ment Principles (WEPs), a joint initia- tive of the UN Women and the Global Compact that lays out seven steps to leverage gender equality in the busi- ness world. In 2021, we received an honorable mention in our first partici- pation in the WEPS Brazil Award, which acknowledges companies that share WEPS and encourage gender equality. 1 2 3 ESTABLISH HIGH-LEVEL CORPORATE LEADERSHIP FOR GENDER EQUALITY. TREAT ALL WOMEN AND MEN FAIRLY AT WORK - RESPECT AND SUPPORT HUMAN RIGHTS AND NONDISCRIMINATION. ENSURE THE HEALTH, SAFETY AND WELL-BEING OF ALL WOMEN AND MEN WORKERS. At Vivara, 87% of leadership positions are held by women. On our Executive Board this proportion is 36%, and on the Board of Directors, 40%. Our selection criteria are based on the professional experience required for the function and alignment with the institutional culture. Diversity is one of the principles highlighted in our Code of Conduct and one of the priority causes set in 2021. Our corporate program Viva Bem ("Live Well") is a complete group of actions for well-being and quality of life, working on physical and mental health, motivating sustainability, dedicating special care to pregnant women, and providing family benefits. Our retention rate after maternity leave is 74%. 401-3 64 SUSTAINABILITY REPORT 2021 VIVARA 4 PROMOTE EDUCATION, TRAINING AND PROFESSIONAL DEVELOPMENT FOR WOMEN. Our sales force is female, and we dedicate special attention to commercial training. In 2021, store teams received 290,799 hours of training, with an average of 98.07 training hours per employee. 5 6 IMPLEMENT ENTERPRISE DEVELOPMENT, SUPPLY CHAIN AND MARKETING PRACTICES THAT EMPOWER WOMEN. PROMOTE EQUALITY THROUGH COMMUNITY INITIATIVES AND ADVOCACY. Our supply chain audit and development program involves checking of fair labor issues, including gender issues, and our campaigns always strive for diversity, respect, and appreciation of women. By supporting the Mempodera project, we encourage the educational aspect of sport for empowering girls and young women and their communities (see more in Tax-incentive sponsored projects). 7 Kharyn - Sales MEASURE AND PUBLICLY REPORT ON PROGRESS TO ACHIEVE GENDER EQUALITY. The sustainability indicators that we monitor include gender diversity in our workforce, and fairness and equanimity in our working conditions. SUSTAINABILITY REPORT 2021 VIVARA 65#34Sustainability as a strategic pillar About this report 102-1 | 102-5 | 102-45 | 102-48 | 102-50 | 102-53 The year 2021 was essential for the consolida- tion of sustainability in our strategy, linking envi- ronmental, social, and governance (ESG) issues to the Business Sustainability pillar. In this way, we ensure the engagement of the whole orga- nization with this commitment, which is already part of Vivara's essence. At the same time, our Vision of the Future for Sustainability, defined with the input of various internal stakeholders, helps us direct our efforts to prioritized positionings: diversity, women em- powerment and social environmental responsi- bility in the raw materials and operations. In 2022, we will continue our journey. To this end, we have been working to establish continuous improvement through the consolidation of ESG actions, focusing on the management of indica- tors and the setting of targets. In our 60th-anni- versary, we will continue fascinating our custom- ers looking towards a more sustainable future for all of us. 66 SUSTAINABILITY REPORT 2021 VIVARA BEACH SURF SUMMER PASSPORT Life This report contains information for 2021 about Vivara Participações S.A., a publicly-traded com- pany listed on the B3 under the code VIVA3, a holding company that controls Tellerina Comér- cio de Presentes e Artigos para Decoração S.A. and Conipa Indústria e Comércio de Presentes, Metais e Artigos de Decoração Ltda. In 2021, Vi- vara Group had no change in its legal and own- ership form, or in the nature of its operations. The consolidated financial statements com- prise the financial statements of the Company and its subsidiaries. Please send any questions or suggestions relating to this publication to: [email protected]. ARA 11111110004 VIVARA#35GRI Appendix Indicators 102-8 | 405-1 Employees by age and gender Female Male Total Employees by location Stores Vivara Conipa factory Corporate Logistics and Technical Assistance Total 201-4 Tax incentive - 2021 - ICMS 131 - Operational profit - IRPJ 45 Up to 30 31-50 Above 50 Total 2021 2020 2019 1,381 1,807 204 3,392 ICMS tax (VAT) 131,464 61,186 45,892 285 192 32 509 1,666 1,999 236 3,901 Operational profit - IRPJ (corporate income tax) Total 44,574 23,887 15,510 176,038 85,073 61,402 Source: DFP, 2021, page 50. Total companies % 2,737 70.2% 660 16.9% 305 7.8% 199 5.1% 3,901 100.0% All the incentive programs are Brazilian; there is no government participation in the stockholding struc- ture of Vivara or in any of its subsidiaries. We conduct our tax strategy with the aim of optimizing the tax burden in compliance with the law. Internally, we monitor tax and regulation adjustments daily, with the support of specialized firms and by attending several forums promoted by the Brazilian Retail Develop- ment Institute (IDV). Our factory, located in the Manaus Free Trade Zone, gets tax incentives regarding the reduction of the Corporate Income Tax (IRPJ) and the subsidy for investments and funding via ICMS. These incentives must be invested in the business and, consequently, in the development of the region by promoting jobs, income, and taxes. Fiscal regularity in the federal, state, and social security spheres is a mandatory requisite for the operation, so its continued existence attests to the fulfillment of such requi- sites. Vivara's financial statements are periodically audited by an independent company. 103-2 | 103-3|207-1 401-1 Total number and rate of new hirings in 2021, by age group, gender and region 201-1 Distribution of added value (R$) 2019 2020 2021 Age group Region Up to 30 years 31-50 Above 50 Female Male Female Male Female Male Total Personnel Taxes and contributions 160,164,379 290,289,937 Remuneration of external capital Remuneration of own capital Total 51,171,982 257,971,336 200,528,944 364,170,179 77,078,593 146,672,109 283,974,055 423,936,397 Midwest 67 0 47 0 1 0 115 Northeast 63 0 76 0 3 0 142 79,617,259 North 210 119 80 27 3 1 440 298,490,270 South 97 0 102 0 10 0 209 759,597,634 788,449,825 1,086,017,981 Southeast 394 54 324 64 24 7 867 Total 831 173 629 91 41 8 1.773 Source: Standardized Financial Statement (DFP), 2021, pages 24-25. Historical information adjusted for consolidated data. Rate of new hirings 45,4% 68 SUSTAINABILITY REPORT 2021 VIVARA SUSTAINABILITY REPORT 2021 VIVARA 69#36401-1 Turnover by age group, gender and region Description Hired Dismissed Total active employees - average of totals for each month GRI Standards content index 102-55 Quantity GRI 101: Basic information (2016) 1,773 993 3,262 GRI 102: General disclosures 2016 Standard Page Omission Global Compact¹ SDGs2 Turnover* Dismissed Quantity 30.4% Representation % Female 892 90% Gender Organizational profile 102-1: Name of the organization 102-2: Activities, brands, 66 9, 13 Male 101 10% products, and services Up to 30 102-3: Location of 480 48% 83 headquarters Age group Between 31-50 475 48% 102-4: Location of operations 16 Above 50 38 4% 102-5: Ownership and 66 legal form Midwest 79 8% Northeast 93 9% Region North 135 14% South 156 16% 102-6: Markets served 102-7: Scale of the organization 102-8: Information on employees and other workers 9,16 4 530 53% 44, 67 8 Southeast *Turnover is calculated as the number of severances divided by the average number of active employees in the period. The following are disregarded: temporary emplo- yees, apprentices, suspended contracts. 102-9: Supply chain 32, 52 102-10: Significant changes to the organization and its 17,42 supply chain 102-11: Precautionary 60 principle or approach 401-3 Maternity/paternity leave 102-12: External initiatives 55 102-13: Membership of 55 associations Female Male Strategy Number of employees entitled to take maternity/paternity leave Number of employees that took maternity/paternity leave in 2021 Number of employees that returned to work after 3,383 518 102-14: Statement from senior decision-maker 6 155 4 114 the end of maternity/paternity leave 102-15: Key impacts, risks, and opportunities 17, 20, 60 Taxa de retorno ao trabalho 74% 100% Ethics and integrity 102-16: Values, principles, standards, and norms of behavior 10,58 70 SUSTAINABILITY REPORT 2021 VIVARA 102-17: Mechanisms for advice and concerns about ethics 59 10 16 10 16 1. The correlation between the 10 Principles of Global Compact and GRI was made by adapting to the document "Making the Connection: Using the GRI G4 Guidelines to Communicate Progress on the UN Global Compact Principles." 2. The correlation between SDGs and GRI was made in accordance with the document "SDG Compass - Linking the SDGs and GRI." SUSTAINABILITY REPORT 2021 VIVARA 71#37GRI 101: Foundation 2016 GRI 102: General disclosures 2016 Standard Governance structure 102-18: Governance structure 102-24: Nominating and selecting the highest Page Omission 62 62 62 governance body 102-25: Conflicts of interest 62 102-26: Role of highest governance body in setting purpose, values, and strategy 102-28: Evaluating the highest governance body's performance 102-29: Identifying and managing economic, environmental, and social impacts 102-30: Effectiveness of risk management processes 102-33: Communicating critical concerns 102-34: Nature and total number of critical concerns 62 42 62 62 We had no change regarding risk assessment, only a new strategic risk matrix described in indicator 102-29. 59 59; All complaints are handled with total impartiality by a third-party company, ensuring confidentiality, governance, and knowledge of the highest level of the company's management. Stakeholder engagement 102-40: List of stakeholder groups 26 102-41: Collective 47 bargaining agreements 102-42: Identifying and 26,28 selecting stakeholders 102-43: Approach to 26,28 stakeholder engagement 102-44: Key topics and 27 concerns raised 72 SUSTAINABILITY REPORT 2021 VIVARA Global Compact GRI 101: Foundation 2016 GRI 102: General disclosures Standard SDGs 2016 Reporting practice Page Omission Global Compact SDGs 102-45: Entities included in the consolidated financial statements 66 5,16 102-46: Defining report content and topic 27 boundaries 16 102-47: List of material 27 topics 102-48: Restatements of 38,66 information 102-49: Changes in None. reporting 102-50: Reporting period 66 102-51: Date of most 2020. recent report 16 102-52: Reporting cycle Annual. 102-53: Contact point for questions regarding the report 66 102-54: Claims of reporting in accordance with the GRI Standards 102-55: GRI content index 102-56: External assurance This report has been prepared in accordance with the GRI Standards: Core Option 71 None. Specific contents Item Economic Standards GRI 201: Economic performance 2016 103-1 Explanation of Page Omission Global Compact SDGs 8 GRI 103 Management the material topic and its boundary 27 approach 2016 103-2 Management approach and its components 19, 34 1|8 1, 5, 8, 16 103-3 Evaluation of the 19,34 management approach 201-1 Direct economic value generated and distributed 19,68 2, 5, 7, 8,9 201-2 Financial implications and other risks and opportunities related to climate change 34, 39 7 13 201-4 Financial assistance 69 received from government SUSTAINABILITY REPORT 2021 VIVARA 73#3874 Specific Item contents Page Omission Global Compact SDGs Specific contents Item Economic Standards Page Omission Global Compact SDGs Economic Standards GRI 202: Market presence 2016 103-1: Explanation of the material topic and its boundary GRI 206: Anti-Competitive behavior 2016 27 GRI 103 Management approach 2016 103-2: The management approach and its components 103-3: Evaluation of the management approach 43 103-1: Explanation of the 27 material topic and its boundary GRI 103 1|8 1,5,8, 16 Management approach 2016 103-2: The management approach and its components 58 18 1,5,8, 16 43 202-1: Ratios of standard entry level wage by gender compared to local minimum wage GRI 203: Indirect economic impacts 2016 GRI 103 Management approach 2016 103-1: Explanation of the material topic and its boundary 103-2: The management approach and its components 103-3: Evaluation of the management approach 203-1: Infrastructure investments and services supported GRI 204: Procurement Practices 2016 GRI 103 103-1: Explanation of the All employees receive a salary greater than or equal to the Brazilian national minimum wage. This calculation includes only workers with 220 working hours. We do not allow any salary difference between genders. 27 50 1|8 1, 5, 8, 16 50 50 50 27 material topic and its boundary Management 103-2: The management approach 2016 approach and its components 6 6 1,5,8 103-3: Evaluation of the management approach 206-1: Legal actions for anti- competitive behavior, anti- trust, and monopoly practices GRI 207: Tax 2019 58 There were no lawsuits due to unfair competition, antitrust and monopoly practices. 16 103-1: Explanation of the material topic and its boundary 27 GRI 103 Management approach 2016 103-2: The management approach and its components 103-3: Evaluation of the management approach 69 1,8 1,5,8, 16 69 69 207-1: Approach to tax 69 2,5,7, 8,9 207-2: Tax governance, 60 7 13 control, and risk management 2,5,7, 9,11 Environmental Standards GRI 301: Materials 2016 103-1: Explanation of the 27 material topic and its boundary GRI 103 Management 103-2: The management 1,5,8, 34 18 1,5,8, 1|8 approach 2016 approach and its components 16 806 103-3: Evaluation of the 16 34 management approach management approach 103-3: Evaluation of the 9 204-1: Proportion of spending on local suppliers 301-1: Materials used by 38 weight or volume 718 8,12 6 12 301-2: Recycled input 34 8,12 materials used GRI 205: Anti-corruption 2016 GRI 302: Energy 2016 103-1: Explanation of the 27 material topic and its boundary 103-1: Explanation of the GRI 103 27 Management 103-2: The management 1,5,8, GRI 103 material topic and its boundary 58 18 approach 2016 approach and its components 103-3: Evaluation of the management approach Management 103-2: The management 1,5,8, 16 37 18 approach 2016 approach and its components 16 58 103-3: Evaluation of the 37 management approach 205-1: Operations assessed for risks related to corruption 205-2: Communication and training about anti-corruption policies and procedures 58 10 16 302-1 Energy consumption 38 within the organization 58 10 16 302-3 Energy intensity 38 205-3: Confirmed incidents of corruption and actions taken In 2021, there were no confirmed corruption cases. SUSTAINABILITY REPORT 2021 VIVARA 10 10 16 SUSTAINABILITY REPORT 2021 VIVARA 75#3976 Specific contents Item Environmental Standards GRI 303: Water and effluents 2018 Page Omission Global Compact Specific SDGs Item contents Environmental Standards GRI 308: Supplier environmental assessment 2016 Page Omission Global Compact SDGs 103-1: Explanation of the 27 GRI 103 Management material topic and its boundary approach 2016 103-2: The management approach and its components 37 103-3: Evaluation of the 37 management approach 303-3: Water withdrawal 38 303-4: Water discharge 38 8 6 103-1: Explanation of the GRI 103 material topic and its boundary Management 103-2: The management approach 2016 approach and its components 103-3: Evaluation of the 52 management approach 308-1: New suppliers that were screened using environmental criteria 52 8 27 2 52 18 1,5,8, 16 303-5: Water consumption 38 8 6,8,12 Social Standards GRI 305: Emissions 2016 GRI 401: Employment 2016 103-1: Explanation of the 27 GRI 103 material topic and its boundary 103-1: Explanation of the 27 material topic and its boundary Management 103-2: The management 1,5,8, GRI 103 39 1|8 approach 2016 approach and its components 16 Management 103-3: Evaluation of the 39 approach 2016 management approach 305-1: Direct (Scope 1) GHG 3, 12, 13, 39 718 emissions 14,15 305-2: Energy indirect (Scope 2) 3,12,13, 39 718 GHG emissions 14,15 103-2: The management approach and its components 103-3: Evaluation of the management approach 401-1: New employee hires and employee turnover 401-2: Benefits provided to full-time employees that are 43 118 1,5,8, 16 43 69,70 9 5,8 47 8 3,12, 305-3: Other indirect (Scope 3) GHG emissions not provided to temporary or part-time employees 39 718 13, 14, 15 GRI 306: Waste 2020 103-1: Explanation of the 27 material topic and its boundary 401-3: Parental leave GRI 402: Labor/Management relations 2016 GRI 103 Management 103-1: Explanation of the 65,70 16 5,8 GRI 103 27 approach Management approach 2016 103-2: The management approach and its components 1,5,8, material topic and its boundary 34, 37 18 2016 16 103-2: The management 103-3: Evaluation of the 47 34, 37 approach and its components 1|8 1,5,8, 16 management approach 306-1: Waste generation and 37 8 3,6,12 significant waste-related impacts 103-3: Evaluation of the management approach 47 306-2: Management of significant waste-related impacts GRI 307: Environmental compliance 2016 103-1: Explanation of the 34, 37 8 3, 6, 12 27 402-1: Minimum notice periods regarding operational changes Vivara obeys the legal communication periods required by the Brazilian employment laws ('CLT') and the Collective Labor Agreements of each region. 3 8 material topic and its boundary GRI 103 Management 103-2: The management 36 approach 2016 approach and its components 103-3: Evaluation of the management approach 307-1: Non-compliance with environmental laws and regu- lations SUSTAINABILITY REPORT 2021 VIVARA 1, 5, 8, 18 16 36 There were no identified. non-compliances with environmental laws and regulations in 202. 8 16 SUSTAINABILITY REPORT 2021 VIVARA 77#40Specific Item contents Social Standards GRI 403: Occupational health and safety 2018 103-1: Explanation of the material topic and its boundary Page Omission Global Compact SDGs Specific Item contents Social Standards GRI 405: Diversity and equal opportunity 2016 Page Omission Global Compact SDGs 48 18 1,5,8, 16 103-1: Explanation of the 27 27 material topic and its boundary GRI 103 47 1,8 1,5,8, 16 Management approach 2016 103-2: The management approach and its components 103-3: Evaluation of the 48 management approach 47 405-1: Diversity of governance bodies and employees 68 GRI 406: Non-Discrimination 2016 103-1: Explanation of the material topic and its boundary 27 GRI 103 Management approach 2016 103-2: The management approach and its components 103-3: Evaluation of the management approach 48 48 GRI 103 Management approach 103-2: The management approach and its components 103-3: Evaluation of the 47 management approach 403-1: Occupational health and safety management system 403-8: Workers covered by an occupational health and safety management system 47 403-9: Work-related injuries Tellerina Frequency rate = 0.27 2 accidents x 1,000,000/ 7,536,000 hours worked per year. Conipa Frequency rate = 1.32 2 accidents x 1,000,000/ 1,515,360 hours worked per year. No fatalities or serious accidents were reported. 403-10: Work-related ill health The Company has no record of work-related illnesses. 8 408-1: Operations and suppliers at significant risk for incidents of child labor In 2021, via the Open Channel tool, we received three reports that involved, among other issues, discrimination in the workplace, which were treated with the applicable disciplinary measures. We do not accept discrimination of any kind and act in line with this principle. GRI 408: Child labor 2016 160 5,8 1,5,8, 18 16 16 5,8,16 GRI 404: Training and education 2016 103-1: Explanation of the material topic and its boundary 27 103-1: Explanation of the 27 material topic and its boundary GRI 103 GRI 103 Management approach 2016 103-2: The management approach and its components 52 118 1, 5, 8, 16 Management 103-2: The management 1,5,8, 103-3: Evaluation of the 45 18 52 approach 2016 approach and its components 103-3: Evaluation of the management approach 16 management approach 45 404-1: Average hours of trai- ning per year per employee 404-3: Percentage of employees receiving regular performance and career development reviews 60 45 46 46 408-1: Operations and suppliers 48 10 6 5,8 GRI 103 Management approach 2016 4,5,8 at significant risk for incidents of child labor GRI 409: Forced or compulsory labor 2016 103-1: Explanation of the material topic and its boundary 103-2: The management approach and its components 103-3: Evaluation of the management approach 409-1: Operations and suppliers at significant risk for incidents of forced or compulsory labor 59 52 5 8,16 27 52 118 1, 5, 8, 16 52 52 52 529 4 8 78 SUSTAINABILITY REPORT 2021 VIVARA SUSTAINABILITY REPORT 2021 VIVARA 79#41Specific contents Item Social Standards GRI 410: Security practices 2016 Page Omission Global Compact SDGs 103-1: Explanation of the material topic and its boundary 27 27 GRI 103 58 approach 2016 Management 103-2: The management approach and its components 103-3: Evaluation of the management approach 410-1: Security personnel trained in human rights policies or procedures GRI 411: Rights of indigenous peoples 2016 58 All of Vivara's security personnel (100%) received training in topics involving Human Rights. In 2021, 28 contractors and 10 employees of the Company, who work at the Manaus factory, the corporate office in São Paulo and the Oscar Freire store (SP) received training. The organic team undergoes mandatory ethics training on the Vivara intranet, and the outsourced security staff is required to take the training course. Specific contents Item Social Standards Page Omission Global Compact SDGs GRI 103 GRI 413: Local communities 2016 103-1: Explanation of the material topic and its boundary 27 18 1,5,8, 16 Management approach 2016 103-2: The management approach and its components 37,50 18 1,5,8, 16 103-3: Evaluation of the 37,50 management approach 413-1: Operations with local community engagement, 50 1 impact assessments, and development programs 1 16 1, 5, 8, 36 1|8 16 103-1: Explanation of the material topic and its boundary 27 GRI 103 Management 103-2: The management approach 2016 approach and its components 103-3: Evaluation of the 36 management approach 411-1: Incidents of violations involving rights of indigenous peoples GRI 412: Human rights assessment 2016 413-2: Operations with significant actual and potential negative impacts on local communities GRI 414: Supplier social assessment 2016 37 1 1,2 103-1: Explanation of the material topic and its boundary 27 27 GRI 103 Management 103-2: The management 1,5,8, 52 118 approach 2016 approach and its components 103-3: Evaluation of the 16 52 management approach 414-1: New suppliers that were screened using social criteria 52 2 6,8,16 GRI 416: Customer health and safety 2016 103-1: Explanation of the material topic and its boundary 36 1 2 GRI 103 Management approach 2016 103-2: The management approach and its components 103-3: Evaluation of the management approach 103-1: Explanation of the 27 material topic and its boundary GRI 103 Management 103-2: The management 1,5,8, 52 1|8 approach approach and its components 16 2016 103-3: Evaluation of the 52 management approach 412-1: Operations that have been subject to human rights reviews 52,58 1 or impact assessments 412-2: Employee training on human rights policies or procedures 58 1 80 SUSTAINABILITY REPORT 2021 VIVARA 27 31,53 31,53 416-2: Incidents of non- compliance concerning the health and safety impacts of products and services In 2021, we had no legal or administrative cases at Procon (Consumer Protection Agency) relating to health and safety, nor to impacts of products and services on customers. This aspect is guaranteed by our risk management process, as well as by other documents and practices that address the quality process and customer experience, such as the Supplier Code of Conduct. 118 1,5,8, 16 16 SUSTAINABILITY REPORT 2021 VIVARA 81#42Specific contents Item Social Standards GRI 417: Marketing and labeling 2016 Page Omission Global Compact SDGs 103-1: Explanation of the 27 material topic and its boundary GRI 103 Management approach 2016 103-2: The management approach and its components 103-3: Evaluation of the management approach 49 49 417-3: Incidents of non- compliance concerning marketing communications GRI 418: Customer privacy 2016 49; We had no marketing claims that led to lawsuits regarding consumer practices. GRI 103 Management approach 2016 103-1: Explanation of the material topic and its boundary 27 103-2: The management approach and its components 103-3: Evaluation of the management approach 58 58 418-1: Substantiated complaints concerning breaches of customer privacy and losses of customer data GRI 419: Socioeconomic compliance 2016 GRI 103 Management approach 2016 103-1: Explanation of the material topic and its boundary 103-2: The management approach and its components 103-3: Evaluation of the management approach No complaints were identified in 2021 regarding confirmed privacy breaches, and there were no personal data leakage events in the period. 27 58 58 419-1: Non-compliance with laws and regulations in the social and economic area Since the last cycle of this report, there have been no administrative or judicial sanctions for non-compliance with laws and/or regulations in the socioeconomic area. 82 SUSTAINABILITY REPORT 2021 VIVARA 1|8 1,5,8, 16 18 1,5,8, 16 16 18 1, 5, 8, 16 16 Credits Rua Arquiteto Olavo Redig de Campos, 105 15º andar - Torre A - Brooklin Paulista São Paulo/SP - CEP: 04709-000 102-3 General Coordination Fernanda Ormonde GRI Consulting, Editorial Coordination and Design TheMedia Group Photos Acervo Vivara Shutterstock TVARA