Amaggi RS2020 ENG D3.1-Final

Sustainability
Report 2020
Sustainability Report 2020 2
Summary
INTRODUCTION 3 IMPROVING GOVERNANCE DEVELOPING WITH THE AREA 54

AND MANAGEMENT 26
Welcome 3 Think global, act local 56
Corporate governance 28
Message from the CEO 4 Commitment to local and regional
Ethics, compliance development 57
2020 in the spotlight 5 and risk management 31
Actions to tackle Covid-19 7 Our team, people management 33

INNOVATING PRODUCTS AND
Occupational health and safety 41 SUSTAINABLE SOLUTIONS 61
OUR ESSENCE 8 Food quality and safety 42 Best practices and

technology in the field 63
AMAGGI Culture 9 Socio-environmental management 43
Climate changes 64
HOW WE DO BUSINESS 13 PROMOTING A SUSTAINABLE VALUE

CHAIN 46 AWARDS, RANKINGS AND
Our performance 14 RECOGNITION 70
Value chain 48
Sustainability strategy 20
Deforestation and
conversion-free chain 52 GRI CONTENT SUMMARY 73
CREDITS 83
Introduction
Welcome
This cycle was challenging on many fronts due The structure of this publication follows the key
to the coronavirus pandemic but it brought with it points of this cycle and the information is laid out
many opportunities that made us look at tools and in chapters organized around the 2025 Plan, a
solutions in a different way and they will probably strategy developed by the company to launch its
continue to be a part of our activities in coming years. actions under the Global Sustainability Framework,
with 2025 as the goal. It is important to point out
In this Sustainability Report, structured on Global that the content of this publication underpins
Reporting Initiative Standards - Core option, you will AMAGGI's commitment to the Global Compact and
find the main highlights of the period from January the Sustainable Development Goals of the United
1 to December 31, 2020, the results in context, a Nations (UN).
description of our core business activities, our
governance, and how we work with our material If you have any questions about the content
topics, identified along with our stakeholders. The of this report, please send us a message at
information in this report refers only to the Brazil- [email protected]. GRI 102-53
based units, as well as the André and Lucia Maggi
Foundation (FALM), without including data on Have an enjoyable read!
companies that are not wholly owned by AMAGGI,
such as joint ventures and online bank AL5 Bank. AMAGGI Team
GRI 102-45, 102-46, 102-50, 102-52, 102-54
Photos in this report

The photos of people not wearing
masks were taken before the
Covid-19 pandemic.
Message from the CEO GRI 102-14
2020 will forever be remembered as a challenging We also understand our role in the communities we Another recent and important step for AMAGGI was
year when we all had to urgently reinvent ourselves are involved with and we supported several actions, the execution of the contract for the acquisition
at the spur of the moment. We moved forward, either directly in the area of health or food safety of the O Telhar Agro group, which will provide
following all medical and health guidelines to protect through the André and Lucia Maggi Foundation. In us with an increase in our own grain and fiber
our more than 6,000 employees. We continued this report you will find detailed information about capacity, reinforcing our position as one of the main
working in the field, in the factories, in the ports, and these and other actions. agricultural producers in the country.
in our entire production chain.
The results of our efforts have translated into I am sure that 2021 will be no less challenging but
We operate in a strategic sector for food safety. employee protection and also into important we have proven that we can adapt and reinvent
As such, we needed to find ways to continue economic indicators for the company. We continue ourselves even in the most adverse scenarios.
producing, transporting, exporting, and interacting with to rank among the main exporting companies in This is the result of a long line of achievements,
thousands of rural producers along our value chain. Brazil. All this, added to the socio-environmental over more than 40 years of acting responsibly in
responsibility that is already in our DNA and that is agribusiness.
In the same way as the operational sectors had to expressed in our Global Sustainability Positioning.
adapt to the pandemic scenario, so our employees You will learn a little more about this story in the next
in the corporate area had to adjust to the work-at- One proof of the confidence and recognition pages of this report! Enjoy the read!
home system. All of this was only possible because we have gained in the market was with our first
of the commitment of several areas, which worked sustainable bond issue (USD 750 million, maturing
together in record time. in 2028), which was well received by investors, who
place a high value on environmental, social, and
governance (ESG) criteria.
Judiney Carvalho de Souza

CEO
2020 in the spotlight

Obtaining the installation license for
USD 4.56 Mais Integridade
small hydroelectric
billion (More Integrity) Seal
plant PCH Jesuíta,
of annual revenue recognition by the Agriculture,
Livestock and Supply Ministry for located between Campos de Júlio and Sapezal,
good integrity practices from the both in Mato Grosso, enabling the start of the
USD 17 million standpoint of social responsibility, work in 2020

sustainability, ethics and
of investments in assets commitment for the prevention of
bribery and corruption Actions to promote the
Covid-19
· BRL 2 million in investments by the André and
6,211 employees More than Lucia Maggi Foundation for the One For All
BRL 2 million and All Against Covid-19.

· BRL 6.4 million in donations to purchase
in awards to RTRS certified suppliers 94,400 basic food baskets.
157,500 · 370,000 people benefited
hours of own training

Beginning of the work at Introduction into the capital markets
biodiesel with the issue of the first
93% plant "Sustainability

of employees trained
in Lucas do Rio Verde, MT Bond" in January 2021
in anti-corruption policies
2020 in the spotlight

CDP Forest 137,000 Completion of the
2nd time that AMAGGI, the only

Brazilian soybean company to hectares Carbon Footprint
receive a score of A-, is in one of of protected areas between of soybeans, corn and cotton produced by
the most important surveys on Legal Reserve (RL), Permanent AMAGGI based on the ISO 14044 (2006)
environmental risk management Preservation Areas (APPs) and park methodology and verified by a third party
(including forest risks and areas for offsetting purposes
opportunities) and best practices
Launch of the second
100% of
associated with environmental
leadership in the world
the volume Progress Report for
produced in our own farms is zero the commitment
Forest 500 deforestation, after 2008, and certified
in at least one socio-environmental
"Towards a chain free of deforestation and
conversion of native vegetation”
3rd place in best practices among
companies worldwide. standard - RTRS (Round Table on
The global ranking annually as- Responsible Soy Association), ProTerra,
sesses 500 of the most influential
companies and financial institu-
ABR (Responsible Brazilian Cotton) and
A.R.S. (AMAGGI Responsible Standard) Traceability and
tions in forest risk supply chains
regarding how they implement
monitoring
Around by polygon of 98% of the total grain
their voluntary commitments and
policies to address deforestation
including the Progress Report
1.4 million volume traded with direct suppliers from
priority jurisdictions
tons of grain was certified under
RTRS, A.R.S, 2BSvs and ProTerra
standards
Covid-19 actions
With the onset of the novel coronavirus pandemic, · Mato Grosso: donation of equipment (mechanical Through the André and Lucia Maggi Foundation
organizations from different sectors have had to respirators and surgical aspirators) to equip (FALM), the company's private social investment
put in place measures to cope with the crisis. At Intensive Care Units (ICU) in a hospital in Sapezal, support arm, an additional BRL 2 million has been
AMAGGI it was no different, and throughout the an important grain and fiber producer in the earmarked for the fund One For All and All Against
year we worked hard to maintain the wellbeing of country. We took part in the campaign to raise Covid-19. The amounts donated by AMAGGI and
our employees and continue our activities. funds to build ICU beds in Querência in the FALM, added to the proceeds from an online
northeast of the state; and in Rondonópolis, by campaign reached BRL 6.4 million and were used to
A few of the initiatives implemented were: work- donating supplies and equipment to the Federal buy food baskets for 370,000 people in the states
from-home measures for employees, online University of Rondonópolis (UFR), to increase the of Mato Grosso, Amazonas and Rondônia (read
meetings, travel restrictions, changes in the work Covid-19 testing capacity. more on page 58)..
schedule and weekly shifts for some teams,
consultations via medical and psychological · Amazonas: donation of equipment (aspirators,
support hotlines (extended to dependents), care for respirators, infusion pumps, defibrillators, heart
employees with Covid-19 symptoms and removal of monitors, and blood gas analyzers) for ICU beds
those belonging to the risk group (with guaranteed at the Itacoatiara Regional Hospital, a riverside
compensation), expansion of hygiene practices, municipality where the company has a soybean
and social distancing. processing plant and a port for grain exports.
Since agribusiness has such an important role in the In addition to medical and hospital donations, we
country's trade balance, we knew that our mission realized that many socially vulnerable families
to fight the pandemic would need to go beyond the needed to be taken care of also. For this purpose,
company scope and reach the municipalities we we donated BRL 3.5 million to acquire basic food
were connected to. That is why we allocated more baskets distributed by local social organizations. We have endeavored to mitigate the
than BRL 7 million in health resources to help the
states of Mato Grosso and Amazonas. effects of the crisis caused by the novel
coronavirus in several cities where
agriculture drives the economy
Our Essence
AMAGGI Culture
We started 44 years ago as a family-run company Our business performance, however, is not our only
and have grown to become the largest Brazilian driver. We believe that a company only grows if it
company in the grain and fiber chain. Our head is together with the community and operates in an
office is located in Cuiabá, Mato Grosso. GRI 102- 1, ethical, social, and environmentally-responsible way.
102-3, 102-5 Twenty-four years ago, we created the André and
Lucia Maggi Foundation, which manages AMAGGI's
We are one of the largest vertically-integrated private social investments.
agribusiness companies in Latin America, in If we occupy the position as one of the main
operation since 1977, and are uniquely positioned exporters in Brazil, it is primarily because we stand
throughout the entire agribusiness value chain. We firmly by our values.
are also a major agricultural commodities and sourced
grain producer, processor and trader, with operations
and offices in Brazil, China, Norway, Netherlands,
Switzerland, Argentina and Paraguay, and we are also
one of the largest grain logistics operators in Brazil. To
a lesser extent, we are also producers of renewable
PERFORMANCE
energy. GRI 102-2, 102-4, 102-6, 102-7
Our operations and
offices span Latin
America, Europe,
and Asia
Our growth is spurred by ongoing investments

to promote the sustainable development of our
operations, value chain and surrounding communities
Mission Values Respect for

the environment
Contribute to the development of agribusiness Be a benchmark in
by adding value, respecting the environment Integrity socio-environmental management.
and improving the lives of communities. Be ethical, fair and cohesive in what we think,
say and do.
Humility
Respect all people while maintaining good judgment
Simplicity in professional and personal relationships.
Vision Focus on the essentials, encourage speed and
reduce bureaucracy.
Commitment
Be a benchmark in sustainable development. “Be a team player”. Have passion and pride in your
Participative work and strive for the success of the company.
management
Encourage participation, promote recognition
and professional growth and involve people
Respect our partners
Nurture good business relationships, maintaining the
in the company's important processes. commitment to be a company that is admired and
respected by all.
Innovation and
entrepreneurship
Retain creative, participative, bold, talented,
enthusiastic people, who make a difference in the
competitive market.
Madeira Corridor Unitapajós Corridor

(Itacoatiara) (Barcarena) São Luis do Maranhão Corridor
Performance in Brazil Road + waterway. Road + waterway.
(Tegram)
Road + rail.
1 Água Boa 22 Paranaguá Amazon River

Head Office
12
2 Ariquemes 23 Passo Fundo
Factory Manaus 21
3 Boa Vista 24 Pontes e Lacerda
Tapajós River
Madeira River
Sales Office 4 Brasnorte 25 Primavera do Leste
27
5 Campo Novo do Parecis 26 Querência

Farm Porto Velho
6 Campos de Júlio/AGD 27 Redenção
2 17 35 10
Warehouse 7 Campo Verde 28 Rio Grande 37
13 33
42 6 4
38 41 19
8 Cerejeiras 29 Rio Verde 40 26
Port Terminal 8 15
18
36 1 RIVER CORRIDOR
9 Comodoro 30 Rondonópolis 9 39 11 31
5
Shipyard Cuiabá 24 7 20 25 ROAD
10 Confresa 31 Santa Rita do Trivelato
30 RAIL
14
Small Hydroelectric 11 Diamantino 32 Santos 29
Power Plants
12 Itacoatiara 33 São Félix do Araguaia
13 Ipiranga do Norte 34 São Francisco do Sul
14 Itiquira 35 São José do Xingu
16
15 Lucas do Rio Verde 36 Sapezal 32 Guarujá Corridor (Guarujá Bulk
22
34 Terminal)
16 Maringá 37 Sinop
17 Matupá
75% of the volume integration road
38 Sorriso
São Francisco Corridor + rail. The rest, only by road.
23
18 Nova Mutum 39 Tangará da Serra
Integration 60% rail + road.
19 Nova Ubiratã 40 Tapurah
28 Termasa and Tegrasa Corridor
20 Novo Horizonte 41 Vera
90% road transport. The rest is
21 Paragominas 42 Vilhena divided between rail + waterway.
International presence
Norway
Head Office
Factory
Sales Office
Farm
Netherlands
Warehouse
Switzerland
Port Terminal
Shipyard
China
Small Hydroelectric Plants
Commercial Representation Office
Brazil
Paraguay
Argentina
How we do
business
Our performance
We operate through an extensive chain divided into

agro (agricultural production), commodities (grain
and input trading), logistics and operations, and
renewable energy generation. The challenge is to
have them all operate in alignment with the 2025
Sustainability Plan, a responsibility proportional to
our size and role.
To succeed in this planning, we rely on the

engagement of our leadership, on the sense of
cooperation and belonging of every employee, on
the commitments and principles that guide our way
of working, and on our commitment to conduct
long-term sustainable management.
EXTENSIVE CHAIN
We operate in agro,
commodities, logistics
We seek economic feasibility, add value for and operations, and

renewable energy
shareholders and employees, preserve the generation
environment, and share this value with society

by contributing to local development
AGRO COMMODITIES LOGISTICS AND OPERATIONS ENERGY
This area accounts for the agricultural This area focuses on trading grains (soy and This area involves many activities, including We have four Small Hydroelectric Power Plants
production of soybeans, corn, and cotton; soy corn) and cotton, and selling agricultural input. In storage of sourced grains (own and third party) and four Hydroelectric Generating Plants in
seeds, and cotton processing. We have ten 2020, we registered a 3.5% growth in the sale of and the transport of this production through Mato Grosso, generating renewable energy for
agricultural production units of our own and in grains as compared with the previous cycle. We riverways in the Northwest Export Corridor our operations in the state. Their total installed
the 2019/2020 harvest, we cultivated 259,000 have more than 5,000 farmers in our grain and (Madeira and Amazon rivers), management of capacity is 71,464 megawatts (MW) and the
tons per hectare and harvested 587,000 tons fiber supplier database, and all grain purchases own fleet and outsourced road, railway, and power generation is integrated to the National
of grains (of which 567,000 tons was soy and are evaluated taking into account social and waterway transport, besides grain processing Grid. In addition, six photovoltaic plants with
20,000 tons was corn) and 483,000 tons of environmental criteria. Every year, part of the operations (factories) and fertilizer mixing. The an installed capacity of 682.56 kWp went into
cotton, which after processing turned into 199 producers in our chain - especially those with structure of the area in 2020 consists of: operation in early 2020 to offset the energy
tons of lint and 256,000 tons of cotton seed. certified areas - receive technical visits and consumption of approximately 40 consumer
guidance from AMAGGI, whose purpose is to units of the company in Mato Grosso, by
contribute to the sustainable management of means of distributed generation.
their properties.
22 storage units (MT, RO, AM)

We own ten agricultural
production units and cultivated 2.7 million tons of static grain 1 fertilizer mixing unit
storage capacity per year (MT with capacity to mix 250,000 tons
259,000 5,000 rural
of fertilizers per year)
hectares producers 3 soybean crushing units (MT, AM 191 barges

in the 2019/2020 harvest and Norway)
are included in our grain and
21 tugboats in operation
fiber supplier database
1.8 million tons of soybean
crushing capacity per year
2 own reforestation farms
Our products, byproducts and inputs

Products Byproducts Inputs
soybean, corn and cotton soybean hulls, degummed soybean oil, soybean, corn and cotton seeds,
soymeal, cottonseed pesticides and fertilizers
Commitments and performance GRI 102-12, 102-13
Corporate commitments
· Sustainable Development Goals (SDG) · Global Compact · Business Principles for Food · Business Pact for Integrity
Initiative of the United Nations to engage signatory UN’s international commitment to adopt and Agriculture (BFP) and Against Corruption
countries in a call for action in crucial areas for principles related to human rights, labor r Commitment launched in 2014 by the Global Commitment organized by the Ethos Institute for
global sustainable development. The initiative has elations, environment, and anti-corruption in all Compact to collaborate on the development of Business and Social Responsibility with the aim of
been supported by AMAGGI since 2015, when business practices. AMAGGI has been a signatory efficient and practical solutions to enhance food promoting a more ethical market and eradicating
it was launched, and the company includes the since 2009. system security and agricultural sustainability. bribery and corruption. AMAGGI has been a
SDGs in its activities and disseminates them to all Along with 20 other world organizations from the member since 2009. Every year, the company
its stakeholders. » Action to Communicate and Engage private sector, AMAGGI was present in all stages accesses and updates its actions on the pact's
Platform We have been part of the Action of its creation as the only Brazilian company monitoring platform to stand by its commitment
Platform to Communicate and Engage of the invited to participate in the process of developing to the agreement signed by the signatory
Global Compact's Network Brazil since 2016. the principles. organizations, which is described in the Guide:
Among the objectives are the engagement Integrity, Prevention and Fighting Corruption.
and awareness of organizations in regard to
disseminating the Ten Principles and the SDGs
to their stakeholders, in addition to the collective
definition of communication strategies to · Business Pact Against Sexual
support Rede Brasil's action guidelines. In 2020, Exploitation of Children and Adolescents
we took on the coordination of this platform on Brazilian Roadways - Na Mão Certa
for the 2021/2022 period. The main tasks (In the Right Direction) Program – · National Pact for the Eradication
developed by this group are actions aimed at Commitment undertaken by AMAGGI in 2014. The of Slave Labor
strengthening the value chain, producing content company has since then supported the Na Mão Commitment that seeks the eradication of all
for campaigns for the companies' internal Certa program fostered by the non-governmental forms of slave-like labor practices in the country.
audience, and engaging leaders. organization Childhood Brasil, which works AMAGGI has been a signatory since 2005 and
towards bringing together companies and entities sends to the organization every year the InPACTO
to fight the sexual exploitation of children and monitoring report informing the actions it has
adolescents on Brazilian roads. taken to eradicate slave labor in the company's
production chain.
Corporate commitments Socio-environmental Certifications
· Empresa Amiga da Criança (Child- · Green Grain Protocol · Algodão Brasileiro Responsável (ABR) / · ProTerra Standard
Friendly Company) Program Abrinq Joint initiative of the Public Prosecutor’s Office, Better Cotton Initiative (BCI) Seal that assures a product free of deforestation
Foundation's initiative to bring together companies the Pará state government, the Environmental Attests to responsible cotton production and is and the absence of Genetically Modified
in a social action that benefits children and Ministry and the State Environment and based on the progressive development of good Organisms (GMO) in the certified soybeans.
adolescents in Brazil. AMAGGI, which has Sustainability Department (SEMAS) and local social, environmental, and economic practices in
been a participant of this program since 2009, companies in the sector to establish purchasing the production units.
renewed its membership in 2020 to underpin its procedures that ensure the legal and sustainable
commitment to protect children and adolescents. origin of soybean farming in the state and
strengthen the Rural Environmental Registry (CAR)
as a tool for environmental planning. AMAGGI
joined the Protocol in 2018 when it started up its · RTRS (Round Table on Responsible
activities in Pará. · AMAGGI Responsible Standard (A.R.S.) Soy Association)
The company's own certification standard that Ensures that the certified product is produced
· Soy Moratorium establishes criteria for rural producers and helps with environmental (zero deforestation and
Commitment established by the industries and them with socio-environmental management. conversion of native vegetation) and social
exporters affiliated to the Brazilian Vegetable Oil responsibility, with responsible working
Industry Association (Abiove) and the National Grain conditions and community relations.
Exporters’ Association (Anec), managed by the Soy
Working Group (Grupo de Trabalho da Soja - GTS)
with the involvement of the main non-governmental
organizations (environmental NGOs) and Banco · ISO 14001
do Brasil, not to trade soybeans sourced from Establishes requirements for the implementation
areas of the Amazon biome deforested after of an environmental management system for · 2BSvs
2008. AMAGGI joined the moratorium in 2006 organizations that have committed to sustainable Voluntary sustainability certification
and, every year, receives an external audit to certify practices, environmental protection, pollution for the biofuel supply chain.
compliance with the agreement. prevention, and ongoing improvements.
Product and process quality certifications
· Food Safety Management System · Non-GMO Foodchain ID

(FSSC 22000) Establishes an identification of products free of
Provider of structure focused on quality and genetically modified components.
safety of food for human consumption and that
follows ISO 22000 requirements.
· Kosher
Ensures that the products comply with specific
· Good Manufacturing Practices (GMP+ Jewish dietary standards.
FSA)
Focused on food safety and quality (raw material
for animal feed).
We have certifications that We are committed

to evaluating and
attest to our operational and improving our
processes
socio-environmental commitments
Sustainability strategy
The sustainability strategy is a transversal topic in

the company and encompasses our business,
Global Sustainability Positioning and 2025 Plan
management processes, operation and value chain,
detection of risks and opportunities, as well as our We reflected on our role in the company, the sector, · Be socially and environmentally responsible and
corporate commitments. This plural strategy is the the chain and the surrounding communities with consistently improve social and environmental
responsibility of the Sustainability, Communication, more sustainable practices in mind. This process management in operations and the value chain
and Compliance Office, which provides support to led to two documents: the Global Sustainability
all the company's business areas. . Positioning and the 2025 Plan, which have become · Ensure good governance and transparency in
guidelines for our business in 2017. its activities through legal compliance and risk
management
The Global Sustainability Positioning encourages
us to implement sustainability strategies in all · Respect human rights and decent work in its
operations and allows us to relate to the market and operations and value chain
our stakeholders with transparency. The document
is divided into six principles: · Foster the personal and professional growth of
its employees, valuing diversity and consistently
· Be economically feasible, add value for improving working conditions, health, and safety
shareholders and employees and share this value
with society by contributing to local development · Contribute to the improvement of food and
nutritional security
The 2025 Plan (Sustainability Plan with

a Vision until 2025) is a deployment of
We seek more
sustainable practices
for the company
and the industry
The 2025 Plan (Sustainability Plan with

Vision until 2015) is a Global Positioning
development, which a year ago underwent
a review with the involvement of the
leaders of several areas and external
stakeholders. Consisting of priority topics
and the sustainability challenges for the
next five years, the plan was organized into
the four blocks described in the chapters
of this Sustainability Report. They are:
Improving governance and management; Developing with Improving
Promoting a sustainable value chain; the area governance and
Developing with the area; and Innovating management
sustainable products and solutions.
Plan
2025
The Global Sustainability
Positioning and the 2025
Plan drive our business
Promoting a Innovating
sustainable Products and
value chain sustainable solutions
Materiality
GRI 102-21, 102-40, 102-42, 102-43, 102-44, 102-46, 102-47, 102-49, 103-1
In 2020, due to the pandemic, we decided to The fourteen material topics identified are
revalidate our material topics through a structured connected to the Global Reporting Initiative
engagement that involved talking to ten groups of (GRI) indicators, the United Nations Sustainable
internal and external stakeholders. This process was Development Goals (SDG), and the environmental,
divided into four steps - identification, prioritization, social, and governance (ESG) criteria.
analysis, and validation - and was reviewed and
evaluated by the Sustainability team. The materiality processes are important tools for
understanding how the public perceives the impacts
We also took into consideration the latest materiality and management of the company, prioritizing the
process (in 2019) and consulted sector documents, issues to be addressed by the leadership and
such as: GRI Topics for Sectors, Robeco SAM disseminated to society through public documents,
Sustainability Yearbook 2020, SASB;Progress such as this report.
Report; AMAGGI's commitments and action
plans including the sustainability strategy, socio-
environmental policy and sustainability reports from
other agribusiness companies.
After revalidating our material topics, we

now have a clearer view of our role within
the context of the pandemic
NO. MATERIAL TOPIC DESCRIPTION OF THE MATERIAL TOPIC AMAGGI SDG SDG INDICATORS IMPACT LIMIT
STRATEGIC GOAL
BLOCK
1 Local Donations and emergency support for municipalities and institutions within Poverty eradication 1.a GRI 201-1, Communities, producers,
development, the context of the pandemic, Support for socio-economic development; 1 203-2, 204-1 society
including Social impacts; Projects with rural producers; Inclusive decision making.
emergency
Decent work and economic 8.2
assistance for
municipalities
Developing with
the area
8 growth
Partnerships and means of 17.16

17 implementation
17.19
2 Zero Agricultural production free of deforestation and conversion of native Actions to fight climate change 13.1 GRI 304-3 Society, environment
Deforestation vegetation; Solutions for protection, conservation, and recovery of areas 13
of high conservation value; Preservation and recovery of natural areas and 13.2
degraded areas.
Promoting a 13.3
sustainable
value chain
Life on land 15.a
15
15.2
3 Transparency in Management and communication with full transparency about practices at Responsible use and 12.6 GRI 308-1, 308- Customers, suppliers,
the chain any point in the chain; Generate positive impacts on operations and the value 12 production 2, 414-1, 414-2 producers, collaborators
chain; Transparency; Corporate Governance. 12.7
Promoting a
sustainable
value chain
Innovating products
Inovando produtos e
and sustainable
solutions
4 Health and safety Protection of employees, suppliers, surrounding communities and other Health and wellbeing 3.d GRI 403-1, 403- Employees, suppliers,
business partners; Safe working conditions; Health and wellbeing. 3 2, 403-3, 403-4, producers, society
403-5, 403-6,
Improving 403-7, 403-9
governance and
management 8 growth
STRATEGIC GOAL
BLOCK
5 Positioning, Company's ability to define public positions on critical issues of interest Peace, justice, and efficient 16.b GRI 102-12, Society, producers,
commitments
and regulatory
to its stakeholders; Institutional commitments; Compliance with laws and
regulations.
16 institutions 102-13 suppliers, customers,
employees
16.c
environment Improving
governance and
management Partnerships and means of 17.16
17 implementation
17.17
6 Climate changes Monitoring, reducing and offsetting greenhouse gas (GHG) emissions; Lower Actions to fight climate change 13.1 GRI 201-2 Society, environment
carbon footprint; Climate change adaptation/strategy. 13
13.2
Innovating products
and sustainable 13.3
solutions
7 New farming Development and adoption of new technologies (digital or otherwise) in Zero hunger and sustainable 2.a GRI 201-2, 305- Customers, suppliers,
practices own and third-party operations; Best agricultural practices; Research and
development.
2 agriculture 1, 305-2, 305-3,
305-4, 305-5
producers
Inovando produtos
Innovating e
products
and sustainable Industry, innovation and 9.1
solutions
9 infrastructure
8 Integrity, ethics Promoting and integrating the values of integrity and ethics; Fighting Peace, justice, and efficient 16.a GRI 205-2 Society, producers,
and fighting
corruption
corruption; Ethical and legal behavior. 16 institutions suppliers, customers,
employees, community
16.b
Improving
governance and
management
9 Attracting, Attraction and retention of professionals, offering competitive salaries to the Health and wellbeing 3.d GRI 102-8, Employees
retaining and
developing
market, guarantee of equal benefits to all company employees; Training and
career plan.
3 202-1, 401-2,
401-3, 404-1,
3.c
employees Melhorando a
Improving 404-2, 404-3,
governance and
management 3.8 405-1, 405-2

8 growth
STRATEGIC GOAL
BLOCK
10 Agrochemicals Responsible use of agrochemicals; Responsible grain chain; Responsible Responsible use and 12.a GRI 416-1 Customers, suppliers,
agricultural production. 12 production producers, community
12.4
Innovating products
Inovando produtos e
soluções
and sustentáveis
sustainable
Life on land 15.a
15
solutions
15.b
11 Socio- Assessment and accreditation of agricultural practices that follow and Partnerships and means of 17. 17 GRI 307-1 Customers, producers
environmental
certifications
respect social, environmental, and economic standards; Socio-environmental
certifications.
17 implementation
Improving
governance and
management
Promoting a
sustainable
value chain
12 Labor and union Workers' rights; Right to freedom of association; Right to free trade union Decent work and economic 8.3 GRI 102-41, Collaborators, producers
relations membership and right to collective bargaining; Elimination of forced or
compulsory labor; Abolition of child labor.
8 growth 407-1
Melhorando a
Improving
8.8
Governança
governance
e Gestão and
management
13 Biodiversity Protection and reduction of impact on biodiversity in its own operations and Responsible use and 12.6 GRI 304-1, 304- Society, environment,
those of the entire production chain; Conservation of biodiversity. 12 production 2 producers, community
12.7
Promoting umaa
Promovendo
sustainable
cadeia de valor Life on land 15.3
sustentável
value chain
15
15.4
14 Food quality and Offering products that do not pose risks to human health and the Responsible use and 12.6 GRI 416-2 Customers, suppliers,
safety environment in their use and consumption; product safety and quality. 12 production producers, society
Improving
Melhorando a
Governança
12.7
governance
e Gestão and
management
Improving
governance and
management
Improving governance
and management
Improving
governance and
management Business performance has always been linked to
the way we position ourselves in the industry and
how we adapt to the economic and social scenarios.
Commitments As such, 2020 was an intense year because of the
pandemic, causing us to urgently reinvent ourselves
We believe that the way a company positions itself and learn new languages.
in the market is a reflection of its values and human
capital, and that its growth is related to its capacity This circumstance directly influenced our decision
to engage people and ensure good governance making, particularly when it came to ensuring a
and management, with ethics, integrity, and governance that would preserve our team, our
transparency. employees, and other groups in the AMAGGI
community, according to the needs of this very
Therefore, we are committed to ongoing unique moment. After all, together with ethics,
investments: integrity and transparency, values that we believe in,
human capital is directly related to our growth and to
· in people development, process improvement, our permanence.
preventive risk management and legal
COMMITMENT
compliance;
We aim to improve
all our practices
· in valuing a culture of continuous improvement,
innovation, social and environmental
responsibility, occupational health and safety,
diversity and inclusion, and an increase in quality
of life and wellbeing.
We endeavor to ensure good governance and transparency
through legal compliance and risk management
Corporate governance GRI 102-18
Aligned with our Code of Ethics and Conduct · Executive Board · Audit Committee · Risk and Compliance
and the focus on contributing to the sustainable With three collaborative committees, specific This committee is dedicated to ensuring the This committee is responsible for overseeing the
development of agribusiness, the entities that make attributions for analysis and recommendation on execution of the internal and external audit effectiveness and compliance of our policies
up our corporate governance are responsible for the certain topics, our Executive Board is composed activities. Composed of five members, which and standards, strengthening all the company's
strategic direction of the Company. of ten members chosen by the Board of Directors. are the chairman of the Board of Directors, two compliance, risk management and internal control
The directors' actions are guided by the Bylaws, directors, the Sustainability, Communication and systems and suggesting improvements. It consists
We are committed to improving practices related to the Code of Ethics and Conduct, and AMAGGI's Compliance director, and the legal director; this of three members - the Chairman of the board, the
governance, risk management, and compliance in policies. committee includes in its bylaws, information Chief Executive Officer and the Chief Compliance
our operations and units (in Brazil and abroad), for about the annual assessment of the group's Officer, this committee provides the structure, as
our employees and business partners. Our purpose · Board of Directors members, its meeting structures, and related well as processes, practices, mechanisms and
is to further the culture of integrity, accountability, Responsible for piloting the overall direction of our matters. systems, that ensures compliance with regulatory
and good business practices. business, policies, goals and long-term objectives; requirements and those applicable to AMAGGI.
it is the full board that acts as a link between the
The governance structure was built to uphold our Executive Board and the shareholders. The group
actions in the search for good performance, risk is made up of eight members with a three-year
reduction and the monitoring of strategic objectives. mandate elected at the general shareholders’
To do this, we rely on the Executive Board, the Board meeting and chosen from among professionals
of Directors, and the committees linked to these with know-how and experience in AMAGGI’s
ON
IES
entities, whose role is to propose improvements business sectors. The Board of Directors has
G
EG
Shareholders'
OI
in their respective areas and legitimize the choices four advisory committees, whose attributions Meeting
AT
N GI
TR
MP
made by the full board. are specifically geared toward analysis and
TS
RO
recommendation on certain matters.
EN
Audit Committee
VE
EM
ME
Risk and Compliance Committee
PL
NT
Board of Directors
IM
Ethics and Conduct Committee
ND
People Committee
PA
LO
Fiscal Tax Committee
VE
DE
Crisis Management Committee
Executive Board
Central Occupational Health and
Safety Committee
and Conduct, policies and bylaws, as well as in of the AMAGGI Division, and the supervisor of · Central Committee for Occupational Health
understanding laws (national and international) that the Shared Services Center (Tax CSC). Other and Safety (OHS)
make up the company's Compliance Program. collaborators may be called in if more specific This committee integrates the CEO, the
understandings are needed on certain issues. business directors, the people director,
· People Committee the corporate manager for Occupational
This committee is in charge of approving the rules In general, the bylaws provide that the group Health and Safety, and the general/regional
of the company's fixed and variable remuneration contributes to the transparency of information business managers and their respective
policy at all levels. This committee also deliberates from top-down to shareholders and stakeholders. boards. This committee systematically
on the succession process of the CEO and monitors performance indicators related to
every member of the Executive Board, as well as · Crisis Management Committee work accidents and compliance verification.
· Ethics and Conduct Committee follows up on processes to identify, develop and This committee is focused on the concepts In addition, it monitors the good practices
The role of this committee is to assist the Board retain talent. of AMAGGI's Crisis Management Policy and is developed in each unit to broaden their scope
of Directors in the processes and reporting of made up of collaborators who identify, monitor, and encourage an integrated, participative
topics linked to the Code of Ethics and Conduct. It is formed by up to three members, defined and manage and assess, in a multidisciplinary management that encompasses the other
Consisting of up to five employees, including guided by the Chairman of the board of directors, way, new and imminent risks to the company. levels of the organization.
the Chairman of the board of directors and other who, at his own discretion, can invite other people This group's attributions are to inform the other
members from different areas, this committee to participate in the meetings, according to the members about possible crises, validate the With a preventive approach and with the
also includes the Compliance Officer and at needs of the committee's agendas. actions and recommendations of the Corporate objective of assisting the Executive Board in
least two Corporate Managers, from the areas of Communication Department, and develop the supporting AMAGGI's occupational health and
People, Legal or Corporate Security. · Fiscal Tax Committee positions to be adopted by the company in times safety policy, the OHS Central Committee, as
This committee assists the Executive Board in of image risk. well as other committees, proposes several
This team's mission is to look into inquiries of performing its duties and it is involved in matters improvements within its area of activity.
complaints received to assess if the resulting related to tax rules and issues, assessing Depending on the severity of the incident, the type
measures are in line with the consequence compliance with laws and regulations, as well of business involved, and the scope and location
management policy. The other task of this as efficiency in fiscal and tax operations. It is of the incident, the configuration of the committee
committee is to clear up any doubts that may composed of the managers of the Tax Planning, may be changed. In 2020, as a result of Covid-19,
arise from the interpretation of the Code of Ethics Tax Legal, and Accounting areas, the controller the committee was involved in pandemic-related
negotiations.
Corporate governance structure
Shareholders
Holding Holding Holding Holding Holding

Lucia Maggi Company MP Company MS Company VIP Company BBM Company HFLC
Audit Committee
Chairman Risk and Compliance Committee

Board of Directors
Pedro Jacyr Bongiolo Ethics and Conduct Committee
People Committee
Fiscal Tax Committee
CEO
Crisis Management Committee
Judiney Carvalho de Souza Market and Liquidity
Central Occupational Risk Management
Health and Safety Committee
Sustainability, Communication
Logistics and operations Agro Commodities CFO Legal Human resources
and Compliance
Sergio Pizzatto Pedro Valente Gunnar Nebelung Dante Pozzi Jose Guilhen Juliana de Lavor Lopes Nereu Bavaresco
Energy Origination
Claudinei Zenatti
Ethics, compliance
and risk management
GRI 102-11, 102-16, 103-2, 103-3 | 205, 307
Our principles are grounded on ethics and integrity,

respect for laws and regulations in conducting
our business - in Brazil and abroad - and in our
relationship with all of our stakeholders. We
believe in disseminating a culture of ethics as a
tool for transparency and best practices, which is
essential for market competitiveness and long-term
sustainability.
For these values to be transversal within the

company, we have the Compliance Board and Integrity Policy GRI 205-1
Management heading demands and activities
related to the integrity and ethics programs and Our Integrity Policy, which is improved on an ongoing basis, formalizes
policies, important tools to raise awareness about the management's strategic guideline of not allowing acts that may
risks related to the topic. The main mission is to be construed as bribery, kickbacks, extortion or any conduct linked to
uphold integrity as a value and standard of behavior corruption. To all our employees, partners, and the communities where we
expected of employees and business partners. operate, we uphold integrity as a value. We want to encourage activities
that champion ethics, responsibility, and compliance with the law.
Accordingly, we invest in training, communication
In the case of misconduct, the policy provides for disciplinary measures
plans, monitoring adherence to policies, as well as in
for both the employee and his or her manager. We have other instruments
helping employees with questions about the Code
that support us by describing standards of conduct to be adopted for all
of Ethics and Conduct, the bylaws and guidelines activities, such as the: Donations and Sponsorship Policy; Information
and other aspects. GRI 205-2 Management and Security Policy; Socio-environmental Policy; Corporate
Communication Policy; Brand Usage Policy; Quality Policy; Occupational
Health and Safety Policy and Supplies Policy.
Risk management GRI 102-11
In line with the evolution in compliance practices, · Market and Liquidity: performs daily analysis of
we treat risk management as a tool to detect commodities and freight quotes, and monitored
business exposure factors, mitigate them, and take exchange rate exposures in real time.
in opportunities to improve our practices, policies,
and strategies. The purpose, besides reducing risks · Compliance: handles the integrated analysis of
and protecting the reputation and our business, is to strategic and business risk, covering internal and
strengthen the corporate governance structure and external factors related to the compliance of the
increase levels of transparency. Company's activities with norms, laws, regulations,
and standards of transparency and governance.
We have had a Global Risk Management Policy, for
ETHICS AND CONDUCT CODE CONFIDENTIAL CHANNEL national as well as international operations, for two The risk management process is organized into
Our Code of Ethics and Conduct describes the The Confidential Channel is offered in all our years. This policy defines the degree of relevance five stages: identification, assessment, mitigation,
standards of behavior adopted at AMAGGI, and units, in Brazil and abroad, as well as to external of our risks, establishes an objective scale of impact monitoring, and review. This methodology applies
the required commitment to our standards is clear. stakeholders, through several actions developed and responsibilities, involving from the Company's to any nature- commercial, operational, financial,
Upon joining the company, all our employees and by the areas of Communication, Sustainability highest governance body (Board of Directors market, strategic, reputational, or related to
members of the governance bodies sign the Term and Compliance, and Corporate Security. All through the Risk and Compliance Committee) to the compliance - including transparent and objective
of Responsibility of the Code. Reports of potential reports, if desired by the whistleblower, have their managers and those responsible for operational recording of the work performed.
violations of Company policies and current laws confidentiality ensured by the outsourced company processes, corporate managers, the Market and
are received through the Confidential Channel, hired to operate the service channel and swiftly, Liquidity Risk areas, Compliance and internal audits.
which, since 2017, has an independent service in confidentially and independently follow the analysis
Portuguese, English and Spanish and is available process of the Ethics and Conduct Committee Risk management is in charge of two areas, which
to all internal and external company stakeholders. In and the Corporate Security area, with no retaliation have different tasks and attributions:
2020, 298 claims and complaints were registered; against the whistleblower.
of this total 21 cases are still under analysis by the
Ethics Committee. GRI 205-3
With our Global Risk Management Policy, we

conduct our operations considering exposure factors
measured in impact and liability
Our team in 2020:

Our team,
people management 6,211
GRI 102-8, 102-41, 103-2, 103-3 | 202, 401, 405, 407 own staff
We believe that a productive work environment, that

can generate good results for the company, cannot
be separated from valuing people's development
and wellbeing. Therefore, our people management
98%
operates on the following fronts: attraction and
full-time contracts
16%
selection; organizational development; corporate
education, remuneration and people support.
84%
5,411 MEN
permanent
employees WOMEN
We foster the personal and
professional growth of the employees,
800
8.3%
valuing diversity and consistently
temporary
improving working conditions, health, employees
and safety 39.4%
74% 52.3%
UNDER 30
BETWEEN 30
in the midwest AND 50
region OVER 50
ATTRACTION AND SELECTION Throughout the year, we looked for people in

We apply several market practices with the professional training at more than 50 Brazilian Our team: main indicators GRI 102-8
objective of developing and attracting talent universities and participated in online events at
aligned to our strategies and values. One such some of them. In 2020, 2,712 people were hired,
practice is Employer Branding, which seeks to 56.37% of them under 30, 87% men, and 86% from Employees by type of employment contract and gender
promote AMAGGI as an employer brand to attract the midwest region. The Cultivar program welcomes
professionals with skills aligned to our market newcomers in meetings with partner areas and 2018 2019 2020
performance. In 2020, 45,160 new candidates training sessions to help them integrate into CONTRACT TYPE
registered on our website, which currently has a AMAGGI's culture, and above all, to make them feel Men Women Total Men Women Total Men Women Total
base of 136,500 registered resumes. part of the team from day one. GRI 401-1
Permanent 4,169 845 5,014 4,803 808 5,611 4,552 859 5,411
Temporary 670 70 740 590 119 709 653 147 800
TOTAL 4,839 915 5,754 5,393 927 6,320 5,205 1,006 6,211
Employees by employment type

2018 2019 2020
JOB TYPE
Men Women Total Men Women Total Men Women Total
Full time 4,740 820 5,560 5,282 824 6,106 5,112 895 6,007
Part time 99 95 194 111 103 214 93 111 204
TOTAL 4,839 915 5,754 5,393 927 6,320 5,205 1,006 6,211
Our goal is to
develop and retain
talent
Employees by job category Employees by age group1

2018 2019 2020 2019 2020
Board of Directors 10 9 9 Under 30 2,544 2,445
Managers 415 440 420 From 30 to 50 3,301 3,251
Administrative staff 1,029 1,059 1,048 Over 50 475 515
Operational staff 4,027 4,530 4,327 TOTAL 6,320 6,211

1.
Technicians 64 70 184 2018 data not available in GRI format.
Interns 6 10 8
Trainees 27 14 25
Turnover rate1 GRI 401-1
Apprentices 176 188 190
2019 2020
TOTAL 5,754 6,320 6,211
Total headcount 6,320 6,211
BY GENDER
Men 0.39 0.44
Employees by employment contract and region
Women 0.04 0.05
2018 2019 2020 BY AGE
REGION
Undetermined Undetermined Undetermined Under 30 0.22 0.26
Permanent Total Permanent Total Permanent Total
period of time period of time period of time
Between 30 and 50 0.20 0.21
North 1,257 58 1,315 1,559 42 1,601 52 1,561 1,613
Over 50 0.01 0.01
Midwest 3,734 682 4,416 4,028 667 4,695 748 3,827 4,575 BY REGION
South 23 0 23 24 0 24 0 23 23 North 0.07 0.06
TOTAL 5,014 740 5,754 5,611 709 6,320 800 5,411 6,211 Midwest 0.36 0.43
South 0.00 0.00
1.
Calculation methodology: [(hired + laid off)*2]/total headcount.
PEOPLE DEVELOPMENT GRI 103-2,103-3 | 404 · Competencies: we use the competency-based DIVERSITY AND INCLUSION
We invest in different initiatives and programs to management model as a guiding strategy For the time being we do not have a specific (86.41%) between the ages of 30 and 50. Women
attract, retain and develop people, such as: for individual development. To this end, we program or management for diversity and inclusion can mostly be found in administrative positions
make available to the professional areas (non- implemented in the company. The Board of (46.95%), under 30, and in trainee positions (48%),
· Trainee Program: fosters the development managers) competencies related to leadership. In Directors is composed mostly of men (77.77%) over under 30. In turn, blacks, people with disabilities
of recently graduated professionals or those 2020, we applied the competency assessment to 50. In regard to the other positions in the company, and indigenous people occupy mostly operational
in college to act as managers or in technical 100% of the leadership positions and started the men also occupy the majority of the positions of (55.87%) and administrative (29.15%) posts. GRI 405-1
roles in the business areas. They get to try out professional area assessment. directors (88.89%) over the age of 50; managers
different activities and get hands-on experience, (85.71%), in the 30 to 50 age range; and technicians
receive constant feedback and performance · People Chat: a structured conversation with each
assessments. In 2020, 29 young people joined of our managers. Through this chat, we seek
the program, two of them allocated to the Inputs to understand the strategic challenges of the
area; 21 in Agro (Digital Agriculture, Maintenance, areas and individually assess the profile of each Employees receiving performance reviews
Agronomy, and Cotton Processing); two to
the Energy Sales and Regulation area, three to
employee, in addition to enabling an assessment
of the career and succession potential. In 2020,
by job category (%) 1 2 GRI 404-3
the Engineering department, and one to Plant 290 managers attended, which represented the
Maintenance Engineering - Lucas do Rio Verde. assessment of 1,031 employees. 2019 2020
· Young Apprentice Program: this is one of the · HR Portal: allows employees access to important Men Women Total Men Women Total
main points of entry for young people between information for their career management so
Board of Directors 100 100 100 87.5 100 88.88
14 and 24, where they can start their careers in the that competency-based assessments can be
company by developing several skills. In 2020, we put in conducted to help build and follow up Managers 104.98 106.77 105.22 84.37 91.78 85.35
hired 20% of our young apprentices. Individual Development Plans (IDPs) even more
efficiently, as well as to record formal feedback. Administrative staff 41.92 35.63 39.09 40.71 37.95 39.45
· Assessment: the employee has a set of on-site We also preserve each employee's access to
and online tools that assess professional profiles, the entire e-learning training portfolio, for the best Operational staff NA NA NA 2.48 7.46 2.86
career motivations, and development levels in learning management with responsibility and
Technicians 39.28 28.57 37.14 82.22 78.57 81.35
relation to the company's competencies. In 2020, independence.
we did not conduct assessment processes. Trainees 100 100 100 0 0 0
However, we encouraged and highlighted access
to and use of the training on offer as a way TOTAL 65.95 43.60 58.16 14.89 27.70 16.98
to keep up individual development, improve 1.
In 2019, the data presented was for those eligible for the formal competency-based assessment process, and does
people retention, and maintain an environment of not represent the final number of respondents, since the assessment cycle was in progress. The Apprentice, Intern, and
engagement. Operational positions are not yet covered by formal performance assessment.
2.
The assessment was not conducted in 2018.
3.
Not Available (NA): data for 2019 unavailable for the Operational category.
CORPORATE EDUCATION GRI 404-1, 404-2

"Transformation is what makes us grow", this is · School of leaders: our goal is to promote the
the motto that drives the Corporate Education area technical and behavioral direction of our leaders
and ensures a culture of ongoing learning, of to achieve the desired results outlined by our
managing and multiplying knowledge, in addition to corporate strategies.
providing the necessary skills for the professional
performance of our employees. During 2020, we · Talent school: the purpose is to encourage
conducted 157,500 hours of training for our own the technical and behavioral development of
employees, the equivalent of 25.35 hours per employees (who are not managers) through tools
employee. The main initiatives during the year were: and training. The primary focus is to promote self-
knowledge, wellbeing, stronger relationships and
· Training on Compliance/Integrity Program communication, and develop positive attitudes in Number of company employees trained
Policies : training dedicated to disseminating the participants. in anti-corruption policies, by job category 1 GRI 205-2
values and behavioral rules to ensure our
commitment to the standards of ethics and · Sharing Program: develops knowledge 2018 2019 2020
conduct. By 2020, 93% of the employees in management among the employees, who JOB CATEGORY
Mato Grosso and all nine members linked to introduce at bimonthly meetings a topic related to NUMBER % NUMBER % NUMBER %
the governance bodies received training in anti- a congress or seminar they have attended.
corruption policies. Board of Directors 11 100 11 100 9 100
Managers 343 80.32 352 95.39 526 96.69

· Educational Aid Program: aid to fund between
10% and 50% of the cost of technical or academic Administrative staff 1,191 80.80 1,080 95.91 1,097 96.22
training courses for our employees.
Operational staff 2,257 62.41 3,649 91.36 4,066 92.07
· Learning tracks: tools for the development of
technical and behavioral competencies that Interns 5 100 6 75 9 81.81
contribute to the improvement of the position and
Apprentices 80 52.63 101 94.39 42 89.36
to continuing education.
1.
The baseline used to conduct the training is from August 2018. Therefore, the total number of company employees
mentioned above is different from that reported in the GRI 102-8 and GRI 404-1 indicators, which used the December
2018 baseline. No data is available for the technician category.
In 2020, all our trainees received training on anti-corruption policies. Data for 2018 and 2019 is not available.
Average hours of employee training by gender GRI 404- 1
REMUNERATION
2018 2019 2020 Remuneration management is developed according
to the company's business needs, in alignment Ratio between the
Men 12.78 15.19 26.29 with the culture and best market practices, without base salary received by
distinction of gender, race or color. Our salary
Women 12.78 9.43 20.46 schedules and remuneration programs are built and women and men in each
TOTAL 12.78 14.35 25.35
updated with the help of specialized consultants,
whose focus is the job performed.
job category 1 2 3 GRI 405-2
The Profit Sharing Program (PPR), for example, 2020

reinforces AMAGGI's culture of rewarding
employees according to their contributions to the Administrative 1.01
Average hours of employee training by job category GRI 404- 1 results. All are hired under the terms of the Brazilian
Labor Code (CLT). In 2020, the lowest salary paid Apprentices 1.00
2018 2019 2020 to men and women was BRL 1,115.94, based on the
Interns 1.00
minimum wage of BRL 1,045.00 determined by law
Board of Directors 18.85 0.33 8.31 or by the union. GRI 202-1 Managers 1.15
Managers 29.41 10.99 39.99 The employees contribute collectively to the Trainees 1.00
attainment of the goals, so they can be assessed
Administrative staff 13.57 8.74 18.42
according to their individual contributions. To ensure Operational staff 0.99
Operational staff 11.24 16.07 26.81 consistency in the process, the results achieved by
person, area and unit, together with the justifications Technicians 0.97
Technicians 11.85 35.53 12.55 for the performance achieved, are presented by the 1.
Data from 2018 and 2019 is not available in GRI format.
PPR committee to the Executive Board and then to 2.
For the board category, the information is confidential.
Interns 16 33.4 17.21 the Board of Directors for analysis and validation. 3.
The results show the following wage differences: above
1, women's wages are higher than men's; equal to 1 no
Trainees 16.05 12.92 37.47 differences; and below 1 means that women's wages
are lower than men's.
Apprentices 3.68 3.91 81.38
TOTAL 12.78 14.34 26.02

· Valorizar Program: tribute to employees for length To explain the access to these services and answer
of service (more than 15 years) any questions, we hold the Benefits Workshop
every year. In 2020, the event took place online
· Pass Support: employees and their dependents due to Covid-19. Given the pandemic scenario, it
have access to specialized confidential guidance was a challenge to mediate with the health plans
in several areas (psychological, legal, financial, the elective treatments that had been suspended
and social) through a service center. If necessary, because they were not classified as priorities at
the employee can be forwarded to a face-to-face that time. With the purpose of expanding our care
service free of charge. network in the current circumstances, we created
a telemedicine hotline for all employees and
· Maternity/paternity leave: for women the leave dependents so they could have access to doctors
is six months, as opposed to the four months and nurses.
guaranteed by law. Fathers get an additional 15
BENEFITS GRI 401-2, 401-3 days on top of the five provided by law. In 2020, We also ran a campaign to disseminate the
We have adopted a people management policy Our key benefits for all employees include: 237 employees went on leave, with 99, 32% of Support Pass benefit, which offers a range of
focused on valuing and developing our employees. men returning to work, and 99.37% of women specialized guidance. Another achievement was
We offer benefits aligned with the company's · Group life insurance for employees since continuing with us. the concession of coverage for death resulting
strategies and the best market practices, which admission, with coverage for spouses and from Covid-19 in the business life insurance for
address important aspects of the lives of our children · Daycare allowance: granted to employees to help employees and dependents (insured), as a way to
professionals and their families. We believe that in with expenses with daycare centers or nannies. provide more financial security for people.
this way we can better attract and engage talent. · Medical assistance (including spouses and
children) at lower costs and with national coverage
All our employees (in 100% of the locations where
we operate) receive the same benefits package. · Dental assistance, with national coverage and
However, we pay attention to specific needs in extension to dependents
regions that have little infrastructure and try to
minimize possible impacts, such as: housing for the · Private pension plan: complementary income in
employee and family members, lodging, restaurant, retirement
transport, and others.
· Executive check-up: a thorough health check-up
We offer benefits with the objective of
for executive positions valuing our employees and supporting
their career development
People Support
2020 was challenging and required a different From the start, we conducted a survey of employees
work dynamic. We had to learn to deal with the crisis who are part of the risk group (pregnant women,
situation and the uncertainty brought on by Covid-19, people with chronic diseases, and those over 60) so
and from the start we put in place health measures, that they could work from home with guaranteed pay
social distancing, and emotional and social support or be furloughed. About 180 professionals belong to
for employees and their families. This set of actions this group and they were also offered physical and
helped us to build a different plan for each area, emotional health assistance.
according to the needs.
Our support network has been extended to people
We launched the "Balance Point", a content with on social security leave. Social aid was granted to
tips and guidelines on wellbeing and emotional 84 of them, due to the delay of the social security
health, sent by e-mail to employees and posted on benefit after the interruption of services at the social
company bulletin boards. We created this material as security agencies for a certain period.
a way to relieve the pressure at this very unique time.
The leaders have a crucial role in these situations We also supported the Supplies area, right at the
and, for this reason, received specific guidance on beginning of the pandemic, by distributing a kit with
how to welcome their teams, with the aim of reducing snacks for AMAGGI's service drivers. The purpose
the stress and anxiety inherent in the times in which for this was that they were unable to eat during their
we live. journeys because most establishments were closed.
We handed out 25,675 kits for a period of 30 days.
We accompanied the cases of all our employees
and their families who were kept in isolation (for
suspected or confirmed contamination). In total,
we carried out 2,931 consultations. Unfortunately,
14 employees lost close family members due to
Covid-19 and we offered them psychological care.
Occupational Health and Safety

GRI 103-2, 103-3 | 403
Our Occupational Health and Safety Policy has operational discipline, owner concept, leadership We always try to implement new guidelines (even Even with all these initiatives in place, we registered
the task of providing a safe and healthy work by example, and line responsibility. They guide before any obligation) as allies in the safety of two deaths (one during adjustments made to a
environment for everyone, a non-negotiable value the position adopted by the entire company, always employees and introduce new technologies to cotton harvester at the Itamarati Farm, and another in
for AMAGGI. Through it, we have implemented considering safety at work as a daily practice boost results. These measures also extend to a ferry accident on the Madeira River at the Itacoatiara
initiatives that ensure the preservation of the health in all processes. partner companies. Unit). The cases were investigated, analyzed, and we
and physical integrity of the employees in our developed action plans to prevent similar accidents
operations. We are guided by four core principles: The Occupational Health and Safety Management from happening again. We ended the year with 64
System (SGSSO) enables us to systematize health accidents, 45 of them required leaves of absence
and safety actions and standardize activities and and 19 did not require leaves. GRI 403-9
the ongoing improvement of processes. Currently,
Operational Leadership by the system is composed of 38 tools that serve as
discipline example a foundation for the evolution of our company's BEHAVIORAL SAFETY PROGRAM
cultural soundness in occupational health and safety. Since its implementation, the Behavioral Safety
Performing activities according The leader adopts safe GRI 403-1, 403-3 Program has helped to significantly reduce the work
to specific procedures and procedures and practices to accident frequency rate. More than just reducing the
practices and getting it right encourage his teams to do the Every year we conduct internal audits to verify accident frequency rate, we seek to strengthen the
every time same compliance with the tools in the management culture of prevention, including with the suppliers
system. Our managers, in turn, have targets on that provide services at the company units. GRI 403-5,
occupational health and safety performance, which
Owner Line include the results of these audits and reductions
403-6, 403-7
concept responsibility in injury rate. The Occupational Health and Safety We believe that a change in behavior comes from
(OHS) committee advises the Executive Board the awareness of all professionals and, for this,
Every person must act as the Responsibility for safety is on the adoption of policies on this topic and on the work is done with the involvement of all unit
person responsible for what primarily assigned to the encouraging a culture based on prevention. GRI 403-4 managers, who are responsible for introducing the
happens in his or her area of leader of each area, just as it concepts throughout the organizational line. The
activity regarding the safety is for production and quality. We conduct inspections and audits in the work areas collaborators are encouraged to report situations
and health of employees, third The Occupational Health to identify risks that can cause serious accidents, that put their own health or physical integrity at risk.
parties or visitors and Safety area works as such as handling and maintenance of machinery GRI 403-2
technical support and equipment; and use of tools; and we draw up
action plans to prevent accidents from recurring. .
Food Health and Safety GRI 103-2, 103-3 | 416 , 416-1
With stricter requirements becoming the norm in It is also part of our daily routine to verify compliance
local and foreign markets for the sale of grains with legal, statutory, customer, and certification
and their byproducts, the quality requirements requirements, which together provide the guidelines
go beyond just nutritional content. A few of the for our Quality Management and Food Safety
main ones are food safety, the assurance that the System. To this end, we conduct frequent internal
product (for humans or animals) can be consumed audits by local and corporate teams and are
without any health risk. inspected by certification bodies. The company can
also be assessed by customers and by the Ministry
A series of actions have been put in place to of Agriculture, Livestock and Supply (MAPA).
verify if the presence of pesticide residue and
other potential contaminants is at a level that is To be in tune with market demands, we follow and
considered safe for consumption, according to participate in several forums related to Quality and
the laws in Brazil or in the country of destination. Socio-environmental Issues. We also have several
Ongoing communication and the active search for certifications regarding product quality (see page 17).
feedback from customers are important to analyze
the feasibility of implementing improvements in
internal processes.
In our routine, mapping product quality is a constant

practice. Every year, our units and some partners ROUTINE
in Brazil participate in a sampling protocol for grain, In our day-to-day
meal, and oil assessment. The results provide us with business, the
mapping of product
guidance so we can take action and manage risk,
quality is constant
which can affect the health (human or animal) and
the Company's reputation in the market and society.
Socio-environmental management GRI 103-2, 103-3 | 304
AMAGGI's Socio-environmental Policy and Socio- Another role of GSA is to prepare all business units
environmental Management System (GSA) guide for annual internal audits in order to cover the scope
us in the search for a socially-fair, environmentally- of all environmental certifications. In 2020, the
responsible and economically-viable performance. challenge was to perform all internal audits remotely.
The GSA is based on the requirements of NBR Even with the change in format, we got good
16001 (social responsibility) and integrates ISO results and the average attendance was 96% of the
14001 rules (environment) and A.R.S. (AMAGGI checklist of certifications, combining internal audits
Responsible Standard), RTRS (Round Table on of farms, warehouses, offices, shipyards, factories,
Responsible Soy Association), ProTerra, 2BSvs and ports, and small hydroelectric power plants.
ABR/BCI (Algodão Brasileiro Responsável/Better
Cotton Initiative) certifications. We are working on enhancing the Integrated
System for Continuous Improvement (Sim+) linked
Our socio-environmental management consists of to the Logistics and Operations board. The goal is
a set of activities developed by the Sustainability to improve our performance, making it increasingly
area to prevent and mitigate possible negative more safe, productive and efficient. We have
socio-environmental impacts on operations or already achieved relevant results with this process,
on products and services. On the other hand, our which will continue to evolve over the coming years.
controls allow us to expand the positive impacts by
implementing actions and programs.
Our goal is to
broaden positive
impacts through
actions and
programs
PROTECTING BIODIVERSITY AND FORESTS

GRI 304-1, 304-2
Our commitment to environmental preservation and The company's Agro business area works to biodiversity on our farms, we have put in place
biodiversity protection is linked to our own business, develop agricultural activities at sites that are operational controls and damage mitigation
which depends on environmental balance to exist already consolidated and, therefore, opened measures based on risk and impact management
and prosper. This connection is expressed in the before 2008. Since that date, the properties are of the activities.
global and national initiatives we are part of and free of openings and conversion, and we are
in our Global Sustainability Positioning, which has committed to zero deforestation for agricultural In order to prevent forest fires from damaging
socio-environmental responsibility as one of its purposes at our units. Our farms were opened biodiversity - mainly due to the dry climate and
principles (read more on page 20). more than 20 years ago, when the occupation of high temperatures - we carry out the maintenance
the midwest region took place. of the fire breaks (strips around conservation areas
The first step towards meeting these purposes is or property perimeters where the vegetation is
to be in full compliance with Brazilian laws: Brazilian We monitor all the areas dedicated to preservation eliminated to keep wildfires from propagating),
Forest Code and other environmental laws. All through satellite images of the National Space fire fighting equipment and trained fire brigades
productive activities are carried out outside the Research Institute (INPE), as well as on-site to fight fire in forests and plantations, which
boundaries of Conservation Units or any other areas inspections and remote analyses through are also available to help neighboring farms
protected by law. our geospatial platform ORIGINAR. To protect whenever necessary.
We are committed to expanding our agricultural operations

responsibly in areas that are already open, as well as investing
in the transformation of degraded areas into increasingly Green heritage
productive properties. We, therefore, avoid new conversions We maintain 49% of preserved areas (137,000 hectares) between
of native vegetation for the purpose of agriculture. Before Legal Reserves (LR) and Permanent Protection Areas (PPAs) of
the total of 281,000 hectares that shelter our own agricultural
acquiring new properties, we conduct due diligence and social production and reforestation units. Of this total of preserved
areas, 168 hectares of PPA are in the process of recovery.
and environmental impact studies on the areas
INVESTMENT IN RESEARCH
We make a point of investing in scientific cultivated areas allows the company to track the
knowledge. Through a partnership with the Amazon fixation of carbon and nitrogen in the soil. The
Environmental Research Institute (IPAM) on the animals are also monitored and the important role
Tanguro Farm (MT), we support research that looks of tapirs (Tapirus terrestris) in forest recovery and in
into the benefits of crop-forest integration, and the diversity of species found in local streams has We invest in
forest management and restoration practices. been confirmed. soybean research
and other scientific
The farm is visited by scientists, researchers, and
knowledge for
students from many countries, who are given During 2020, we partnered with Embrapa Algodão the benefit of
access to more than 80,000 hectares of forest and (Cotton Study of the Brazilian Agricultural Research agribusiness
agricultural landscapes, to carry out their studies. Institute - Embrapa) and Embrapa Arroz e Feijão
(Rice and Beans Study of the Brazilian Agricultural
The results of this partnership are significant: the Research Institute - Embrapa) to further studies
research has already been the subject of more than on the soils (from microbiota to nutrient behavior)
40 articles published in scientific journals and 30 in the crop areas of all of the company farms. As RECOVERY OF AREAS GRI 304-3 Through the Seed Paths (Caminhos da Semente)
reports in the national and international press. such, we will have more assertive information for We carry out work to recover Permanent initiative, we have developed experiments to
the proper management of the soil, allowing for Preservation Areas (PPAs) on our own farms, leverage a direct sowing technique, which involves
On the property, studies are also underway more sustainability in productive processes, such including riverbanks, streams, lakes or springs within a mixture of seeds with green manure and fruit
to assess how climate change may affect as a potential decrease in the use of fertilizers a radius of 30 to 100 meters (depending on the size tree species. This provides different growth stages,
forests, rainfall cycles, soybean, corn, and cotton and correctors, which can lead to a reduction in and characterization of the body of water). making it possible for the area to structure itself
production, and the life of aquatic species in the greenhouse gas emissions. faster by attracting pollinating and dispersing
rivers that flow through the farm, for example. The The preservation of these riparian forests is animals. In 2020, we monitored the pilot project
measurement of greenhouse gas emissions in extremely important to avoid silting in the water areas, developed in three locations on the Tanguro
bodies and to conserve biodiversity. For this Farm, which together total seven hectares, and
purpose we have a corporate and local team noticed a good germination rate of native seeds, 3.5
dedicated to revitalizing these areas, either by times higher compared to the conventional planting
We measure greenhouse gas emissions in monitoring natural regeneration or by planting
seedlings. We have nurseries (located on the
of seedlings.
cultivated areas, which allows the company Tanguro Farm in the Amazon biome) for the
production of seedlings of various forest species. In
The seeds are purchased from the Xingu Seed
Network Association, which promotes exchanges
to track the fixation of carbon and nitrogen 2020, 30,000 seedlings were produced. of tree seeds and other native plants, generating
income for family farmers and indigenous
in the soil communities throughout the region.
Promoting a
sustainable
value chain
Promoting a
sustainable value chain
GRI 102-9, 102-10, 103-2, 103-3 | 204, 308, 414
Promoting
a sustainable
value chain
We believe that the development of sustainable

Commitments agriculture is not a one-way street. A range of
stakeholders is needed, encompassing farmers,
We believe that for the development of responsible traders , agri-food industries, retailers, customers,
production, with traceability and positive banks, governments, and civil society. Only with
impacts and a smaller carbon footprint, free of this involvement will we contribute to a responsible
deforestation and conversion of native vegetation, production chain to meet the demands of an
we need to work together with all the stakeholders increasingly more demanding market.
in our value chain. As such, we agree:
The shaping of this knowledge only has a reason
· to invest in increasing the value of natural and to exist if it is shared, disseminating the adoption
human capital, promoting respect for human of good practices, process improvements,
rights and decent work minimizing risks and environmental impacts and,
above all, promoting dignified work and respecting
· with dissemination of knowledge, motivation human rights. We believe in
for socio-environmental certifications and best sharing good
agricultural practices, as well as the adoption of practices
new technologies for sustainable production
· with engagement of our stakeholders and

meeting the strictest of market demands. Our commitment is to be socially and environmentally
responsible and consistently improve social and environmental
management in operations and the value chain
Value chain RESOURCES
Our people: Environmental commitment: Structure: Innovation: Investments: Social actions: investments
We have a strategic action for sustain- own and third-party actions and investments factories, farms for investment in new practices, in land acquisition and and other social responsibility
able development in our extensive value employees on farms, aimed at environmental agricultural output and technologies and processes leasing, plant expansion, programs and actions in the
chain, including the assessment of factories, warehouses, preservation and biodiversity reforestation, sales offices, to make business more purchase of raw materials, regions where the company
suppliers, socio-environmental impacts, offices, ports, shipyards, and protection nurseries and seed efficient and sustainable materials, and services, operates
carriers beds, industrial and other and others
responsible sourcing of grains and en- equipment, trucks, ships,
gagement with customers, civil society terminals, etc.
and other stakeholders.
Achieving a balance between all

parties is, without a doubt, a great
STRATEGY
challenge but also an immense
Sustainability plan 2025
opportunity to encourage responsible
actions in the chain itself and in the Raw material Farms: Warehouses: Industries: Logistics: Ports: Customers:
agribusiness sector. suppliers: contribution our farms use the capacity to store our soy crushing the diversity of operations in three Assurance of
to the development best agricultural about 2.7 million tons industries work with modals in our logistics Brazilian ports ensure a product with
of a responsible practices in the of grain per year the strictest product operation allows us that the products quality and social-
Developing Improving
production chain market to produce quality standards to act efficiently in all reach customers environmental
with the area governance and by sharing best soy, corn and cotton our routes worldwide commitment certified
management practices and acting by the most important
in partnership global initiatives
CAPITALS
Promoting a Innovating products
sustainable value and sustainable
Human chain solutions
Natural
Manufactured RESULTS
Intellectual Human development: Environment: Expansion: Technology: Investments Social performance:

generation of jobs world leadership in growth of more than improvement of the in assets: BRL 4.3 million through the
Financial and investments in the internationally recognized socio- 100,000 hectares of ORIGINAR 2.0 platform, USD 152.59 million André and Lucia Maggi
development of about environmental certifications and productive area, with the which allows monitoring In 2019 Foundation in actions to
6,300 employees in 42 forest management by acquisition of new farms and assessment of rural promote local and regional
Social and relationship municipalities CDP Forest producers based on socio- development
environmental criteria
SUPPLIERS
Our Supply area researches potential partners Currently, the suppliers identified as socio-
for the types of products or services required environmentally critical (grains and livestock; Percentage of new suppliers (contracted) selected
by area. In all contracts with suppliers there are transport of phytosanitary products and fuels; with basis on socio-environmental criteria GRI 308-1
clauses related to respect for human rights, non- construction companies and contractors, and
exploitation of child labor, degrading or slave-like others) are assessed more carefully. After the
2018 2019 2020
conditions, as well as specific anti-corruption, labor e-procurement system implementation and
and social security requirements. Supplier Relationship Management (SRM) project
New critical suppliers considered for hiring 248 234 247
was put in place, we intend to review and categorize
The company website discloses specific suppliers to identify which ones should be followed Suppliers with socio-environmental restrictions 20 39 15
information for suppliers, so that they can learn and monitored more closely.
about types of materials and services purchased by Suppliers qualified for contracting based on socio-
228 195 232
the company. To gain efficiency in the procurement During 2020, the Corporate Sustainability area environmental criteria
processes, we created several initiatives during the conducted 247 socio-environmental assessments
year related to expense analysis, such as: teams (a process that occurs before contracting), of which Percentage of new suppliers hired with basis on
91.93 83.33 93.93
socio-environmental criteria (%)
that automated procurement processes for high- 15 were considered to have restrictions due to a
volume and low-value products; development of lack of documentation required for the activity
16 KPI's to monitor purchases more effectively; and developed. So they were not hired. However,
use of a Strategic Sourcing methodology for more they received guidance regarding the necessary
complex and high-value purchases. In 2020, 71.79% adjustments to meet AMAGGI's criteria and only TRANSPORT (LOGISTICS) PROVIDERS
of the purchases were made with local suppliers then will they be able to work with the company We have been in the grain transport business for a To cover road accidents, we have a partnership
(those registered in the states of Amazonas, again. GRI 308-1, 414-1, 414-2 long time and, for this reason, we have built a base with insurance companies throughout the logistics
Rondônia, and Mato Grosso). GRI 204-1 of more than 70,000 registered service providers. In route and have procedures in place to prevent and
2020, we took an important step when we entered provide services for environmental accidents. We
the consolidation phase of a digital platform - also have contracts with companies who carry out
Carguero app - which has already accounted for collection services, product incineration, and cleanup
90% of the AMAGGI trucking company's hires. Other affected areas, when necessary.
services and functionalities are under development
Specific requirements with regard to respect to facilitate the trucker's day-to-day life and increase In 2020, we registered 178 road claims, representing
efficiency throughout the chain. 0.07% of the total number of cargo transported.
for human rights are included in our contracts Most of them were trucks that overturned while
transporting soybeans in the municipality of Vilhena
with partners in Rondônia.
RESPONSIBLE LOGISTICS PROGRAM GRAIN AND FIBER SUPPLIERS · We do not trade grains and fibers from areas · We do not trade with companies or people who
The objective of this program, created eight years More than 5,000 rural producers are registered that are embargoed by the State Environmental are on the Slave Labor Black List. Reinforcing
ago, is to minimize the social, environmental, in our grain and fiber supplier database. To be Department of Mato Grosso (Sema-MT) for our commitment, we are part of the InPacto's
and economic impacts resulting from road and aligned with our goal of promoting sustainable deforestation or restrictions on agricultural activity. Deliberative Council, dedicated to strengthening
waterway transport of products by our own fleet agriculture, they need to meet the following socio- actions under the scope of the National Pact for
and by our suppliers. As part of this program, we environmental criteria: · We do not trade with farmers whose productive the Eradication of Slave Labor.
have maintained since 2014 a partnership with the areas are located in Indigenous Lands and
Na Mão Certa (In the Right Direction) Program, of · We do not buy grains and fibers from areas Conservation Units under Full Protection. · We are committed to trading in Pará only with
the NGO Childhood Brasil, whose purpose is to that are embargoed by the Brazilian and producers who meet the guidelines of the Green
protect children and adolescents against sexual Renewable Natural Resources Institute (Ibama) for · Under the sector-based Soy Moratorium Grain Protocol, which establishes criteria such as
exploitation, especially in vulnerable communities deforestation or restrictions on agricultural activity. commitment, agreed upon by a group of acquiring or financing grains only from farmers
near highways and waterways used for the flow of companies, we have agreed not to acquire enrolled in the Rural Environmental Registry (CAR),
agricultural output. soybeans from areas deforested after 2008 in in addition to ensuring that the products do not
the Amazon biome. come from areas that were illegally deforested
In 2020, the main initiatives linked to the after 2008.
Responsible Logistics Program were: training
of a group of waterway workers and multipliers
under the On the Right Track Program, monitoring
the conditions of the drivers' waiting rooms by
means of internal audits, shorter waiting queues
with improvements provided by the Carguero app Careful assessment
for hiring freight, as well as the handling of all the
Every year, before the trading of grains, procedures and are carried out by a trained The producers who sell in the futures price
complaints from drivers that came in through the
suppliers undergo an assessment based team using the ORIGINAR 2.0 platform, a modality receive socio-environmental
Confidential Channel. These initiatives have allowed on AMAGGI's socio-environmental criteria. tool that monitors and tracks the company's guidance and on-site visits and the crop’s
us to reduce the number of complaints by 16% Those with any restriction will have their reg- grain chain. In addition, after the company's growth is monitored by satellite images. We
compared to last year. istration blocked immediately. However, the traceability process was upgraded in 2020, also offer the Producer Portal to all farmers,
company provides the necessary support an obligation was put in place to link all pur- which is a place for our partners to moni-
for them to rectify the situation so they can chases to the farm of origin of the product, tor all negotiations underway and check all
go back to working with us. In 2020, 1,893 which must have its polygons delimited with- transactions.
registrations of grain and fiber suppliers in the ORIGINAR platform. Every year, this
were blocked for having some type of so- traceability process is audited internally and
cio-environmental restriction. All blockages the company undergoes third-party audits
are automated by the company's system. to ensure compliance with the Soy Morato-
These assessments are based on internal rium and Green Grain Protocol requirements.
SHARE KNOWLEDGE Soy Circuit, which was attended in person by 1,772 agronomist engineers who work in field and in the In soybean production, we certified 43,400 tons
We believe that disseminating good practices helps people. In turn, the Technological Corn Circuit had establishments in charge of selling these products. under the AMAGGI Responsible Standard (A.R.S.);
in the adoption of socially and environmentally-re- to take place online due to the pandemic. We 610,400 tons under the ProTerra standard, of
sponsible production. For this reason, we invest produced a series of videos shared with farmers, Our inventories and the agronomic revenue which 438,600 tons from AMAGGI Agro's own
in technical visits, incentives for the recovery and partners, and our collaborators. generated for these activities are declared to the farms and 171,800 tons from around 130 partner
expansion of degraded areas, besides compliance Plant Protection System (Sisdev), in compliance with producers. Through the RTRS standard, EU RED
with environmental and labor laws. We offer socio-environmental guidance so that the the laws of the Mato Grosso Agricultural Protection scope (physical and credit modalities), 510,800 tons
chain of producers and suppliers adopts responsible Institute (Indea), which controls the movement of originated from 26 rural properties- 23 of them from
We have the AMAGGI Technological Circuit, which practices, such as the correct, safe, and efficient pesticides, seeds, seedlings and related products partner producers and three own farms.
shares technical information with farmers, such use of chemical pesticides. Since we are traders of throughout the industry, and their distribution, resale
as: new cultivars, crop management, responsible inputs, we want to make sure that these products and the production chain. This control also regulates During 2020, we achieved the first certification
use of pesticides, among others. In 2020, before are safely handled so that they do not pose risks the receipt and disposal of empty containers, which in the Biomass Biofuels Sustainability voluntary
the pandemic, we organized the Technological to human health. To do this, we have a team of closes the reverse logistics cycle. scheme (2BSvs), developed for soybean and corn
producers involved in the biofuel supply chain
to demonstrate sustainability in their production
according to the requirements of the European
SOCIO-ENVIRONMENTAL CERTIFICATIONS Union Biofuels Processing Directive. Twenty-four
2020 brought with it many challenges in relation farms of partner producers were certified, verifying
to the maintenance of the socio-environmental entry, storage, and shipping processes, totaling a
certifications due to the restrictions imposed by volume of 227,200 tons for soy and corn crops.
Covid-19 for in-person visits to the units. However,
the certifiers adapted to a new model as a result
of the pandemic. Most of the audits were carried
out remotely, requiring a quick adaptation of the
technical team from the Sustainability area and the
producers in the use of online communication tools
and platforms. We managed to keep all the cotton
production certified by the Better Cotton Initiative
We provide (BCI)/Algodão Brasileiro Responsável (ABR) seal in
guidance for an area of 101,400 hectares.
producers and
suppliers to adopt
responsible
practices
Deforestation and conversion-free chain
We have been working towards expanding

our agricultural output without deforestation or
In 2019, we re-launched our commitment "Toward a
grain chain free of deforestation and conversion of
We work to expand our agricultural
conversion, and sharing knowledge with the native vegetation," which covers production activities production with zero deforestation
supply chain. One of these commitments was on our own farms and grain sourcing from rural
made 15 years ago after the execution of the producers in all regions where we operate, inside or conversion
Soy Moratorium, a sector-based commitment and outside Brazil. Actions based on this document
managed by the Soy Working Group (GTS) to ban are reported annually to our stakeholders through
the purchase of soy from the Amazon biome as of our Progress Report..
2008. Since 2007, we have been a board member
of the RTRS, a certification that ensures responsible We worked hard in 2020 to strengthen our
soy farming worldwide. commitment for a chain free of deforestation and
conversion of native vegetation. To this end, we
In 2017, we launched the Global Sustainability are active on the following fronts: environmental
Positioning and the 2025 Vision Plan, through conservation of the company's production areas;
which we reaffirmed our commitment to achieving traceability and management of grain suppliers;
a zero deforestation and conversion chain. We have partnerships and initiatives for sustainable and
established partnerships with several initiatives - the deforestation-free agriculture; engagement and
Cerrado Working Group (GTC); the Brazilian Coalition development of the grain supplier chain; and
for Climate, Forests and Agriculture; MT Strategy: environmental certifications.
Produce, Conserve, and Include (PCI) - and we
invest in the development of technologies, such See some of the main highlights of this work below.
as ORIGINAR 2.0, which helps us monitor areas The full results, as well as the challenges that lie
and pinpoint risks so we can put in place projects ahead, can be seen in the Progress Report.
in priority regions for actions and the geospatial
PRESERVE
analysis of our supply chain.
We operate on
several fronts and
environmental
conservation is one
of them
100% 100% 22%

of our own farms are free of of compliance with the of the indirect supplier
deforestation for agricultural external verification of Soy volume is tracked
production, since at least Moratorium and Green Grain
2008 Protocol commitments
Daily monitoring
87% 99%
of the volume originated by of the volume sourced and
of about 4,500 farms (11,600
AMAGGI is from direct suppliers tracked for soy in 2019/2020 is
Rural Environmental Registries-
and 13% from indirect suppliers deforestation and conversion-
CAR), totaling more than 14
free after 2017
million hectares
100% 98%
of the volume of grain traded with
of our grain suppliers are
direct suppliers from the priority
in accordance with the
jurisdictions is tracked and monitored
company's social and
by polygon
environmental criteria
Developing
with the area
Developing with the area GRI 103-1, 103-3 | 201, 203
Growing with We are committed to being drivers of development

the site
in the various regions where we operate.
We understand that our connection with the
communities encompasses the sharing of values,
Commitments the generation of jobs and income, dissemination
of knowledge, and impact prevention. Our
We believe that the company's growth is only growth is only feasible when it contributes to
feasible if it is generating and sharing values with the socioeconomic development of the local
society and contributing to the socioeconomic communities.
development of the regions where it operates.
As such, we agree to: We use mapping that

· generate jobs and income, disseminate points out the impacts of
knowledge, good practices, encourage
innovation, develop suppliers and local labor, our activities, operations
and carry out private social investment in the
regions where we operate and services
· respect Human Rights, the culture of traditional
and indigenous people and that is aligned with
the expectations of the communities we will be
able to generate a positive impact, transforming
local realities.
The André and Lucia Maggi RELATIONSHIP
Mapping shows
Foundation is a partner in the impacts of our
performance
projects in the regions where
we operate
Think global, act local
In order to scale our relationship with the many SHARED VALUE Direct economic value generated and distributed GRI 201-1
sites we are connected to, we use mapping to We operate in Brazil from our 74 units, which include
pinpoint the positive and negative impacts, risks farms, warehouses, offices, factories, movers,
2019 2020
and opportunities of our activities, operations and shipyards and ports, located in 42 cities over nine
services, and consultations with our stakeholders. states. Our reach is even greater due to our trade
Direct economic value generated
This tool enables us to review our performance operations and business relationships in all regions 19,334,182,376.29 24,360,544,228.26
(BRL)
and define new procedures, when necessary. of the country and abroad.
Inspections and internal audits are carried out every Economic value distributed (BRL) 2,894,638,045.44 5,887,032,045.57
year to ensure that we are working in compliance Therefore, there are several ways of contributing to
with legal requirements and with the effectiveness the regions where we are, including by offering jobs, Operating costs 1,281,745,726.53 44.28% 3,305,139,470.79 56.14%
of the implemented controls. supporting the local economy, collecting taxes and
Employee salaries and benefits 453,300,317.92 15.66% 505,964,676.32 8.59%
fees for the municipalities, and generating income
We are aware that the implementation of new for local producers. Payments to capital providers 103,049,114.41 3.56% 157,519,756.02 2.68%
projects (construction, expansion, renovation, or new
activities, for example) can cause some social and In 2020, we hired 2,712 people, with 86% of this total Government payments (by country) 525,666,269.05 18.16% 395,087,570.71 6.71%
environmental impact in the regions, as a result of concentrated in the midwest region. As with labor
our own operations and the value chain. Therefore, hiring, we also give preference to local and regional Investments in the community 1,447,319.02 0.05% 12,616,647.23 0.21%
we carry out a previous socio-environmental suppliers (72% of the total in 2020).
analysis in the locations, we evaluate suppliers, and Retained earnings 529,429,298.51 18.29% 1,510,703,924.50 25.66%
all third parties go through a process of integration
Economic value withheld (BRL) 16,439,544,330.85 18,473,512,182.69
with the company.
The André and Lucia Maggi Foundation is an

essential partner in prioritizing projects in the regions
where we operate. We encourage respect for human rights and dignified
work in our operations and value chain
Commitment to local and regional development GRI 203-2
We contribute to local and regional André and Lucia Maggi Foundation

development through the actions of AMAGGI
itself, as well as the initiatives planned and (Fundação André e Lucia Maggi - FALM)
executed by the André and Lucia Maggi
Foundation (FALM) guided by the Private
Social Investment Policy. We launched The André and Lucia Maggi Foundation is a non- PRIVATE SOCIAL INVESTMENT
together in 2020 a bidding process to profit institution in charge of managing AMAGGI's STRATEGY - AMAGGI
hire specialized consulting in mapping, Private Social Investments. Besides the head The Foundation identifies the local demands of The Foundation encourages the social role of
monitoring, and territorial development. office in Cuiabá (MT), it also has two units, one in communities and stakeholders. The aim is to work communities as a way for people to reflect on
That was the kickoff for the Vulnerable Rondonópolis (MT) and another in Itacoatiara (AM). along with the leaders to gain efficiency in the their dreams, what brings them together, and to
Communities Mapping project in the regions actions and respecting the local knowledge and collaborate in a concerted manner in the places
surrounding the company's operations. This The Foundation's purpose is to develop projects know-how. We believe that valuing diversity and where they live. The creation of areas where
work will continue in 2021 and will be the and actions in regions considered strategic, seeking social inclusion are potential means for change everyone can voice their opinions is encouraged
basis for the development of a relationship to contribute to the Sustainable Development Goals and form the basis of fairer and more sustainable and enables people to see themselves as
strategy with communities, especially (SDGs) of the United Nations (UN) and to our Global communities. characters in their own stories.
traditional ones, and will be the foundation Sustainability Positioning. Our assumption is to
for the creation of an action plan to generate strengthen the social role of young people and
positive impacts in the municipalities we have leaders in sustainable local development. As such,
identified as priorities. we add value to AMAGGI's performance, whose
business vision is to be a benchmark in sustainable
development, underpinning the company's social
commitment to the communities in the areas where
it operates.
PURPOSE
We have a social
commitment to the
communities where
we operate
OUR ACTIONS IN 2020 This movement started with the "One for All and All SUPPORT AND STRENGTHENING OF SOCIAL » Virtual Showcase
In the year in which the pandemic brought to light Against COVID-19" fund developed between April ORGANIZATIONS Online platform through which the organizations
the fragility of life and increased even further the and September to distribute basic food baskets. In line with the mission "Contribute to local and selected in both the Emergency Incentive and
social inequality in our country, several sectors, The campaign began with the initial donation of human development", we aligned our strategy to the Foundation’s Incentives have their causes
including agribusiness, began to look for ways to 50,000 baskets, made by AMAGGI for families in expand the capacity of partnerships in the places publicized to increase the visibility of their work.
reduce the negative impacts. With this in mind, the vulnerable situations aggravated by the pandemic. where AMAGGI operates to reduce the medium The funds collected this way are transferred
Foundation sought to contribute with actions in Then, the Foundation together with other institutional and long term negative impacts caused by the directly to the organizations. In 2020, 35 projects
the regions where the company operates. Faced partners, launched an online fundraising campaign pandemic. We were able to strengthen partnerships were selected via the Emergency Incentive
with this scenario, we reorganized the foundation's that collected BRL 6.4 million, which was used to with grassroots organizations and social initiatives (21 in Mato Grosso, eight in Amazonas, and
plans for 2020/2021 and aimed at local human distribute 94,387 food baskets to families in the that meet the basic needs of people in situations of six in Rondônia) and were monitored by the
development by meeting the basic needs of states of Amazonas, Mato Grosso, and Rondônia. In social vulnerability from three aspects. foundation's team throughout 2021. Another 11
socially-vulnerable people, in partnership with all, more than 370,000 people were benefited. entered the Showcase through the Foundation's
grassroots social organizations and social initiatives. 1. EMERGENCY INCENTIVE Incentives (four in Rondonópolis, two in Espigão
In 2020, the Foundation invested about BRL 17.5 In search of short-term results during the crisis do Leste - both in Mato Grosso - four in
million in actions and projects, which from the caused by the pandemic, we supported formal Itacoatiara, AM, and one in Porto Velho, RO). Most
second half on were focused mainly on the states organizations and social initiatives made up of of them are aimed at generating employment and
of Amazonas, Mato Grosso, and Rondônia. volunteers who worked directly with the most income and promoting education.
vulnerable people in the areas of health, education
or social protection. Through the Emergency » Networking
Incentive, we offered funds (up to BRL 10,000 In partnership with Itaú Social, we work together
for social organizations and up to BRL 5,000 for with the Development Fund for Educational
social initiatives) and a series of incentives, such Area Networks to foster actions with partner
as training on fundraising through digital means, networks for the comprehensive development
virtual meetings to promote networking, and online of children and adolescents in situations of
training for non-classified entities, among others. vulnerability and social exclusion in Várzea
Grande and Cuiabá, both in Mato Grosso. We
selected 13 projects in 2020, which received
financial aid and technical follow-up for
CAMPAIGN
their implementation. The fund's priority is to
We distributed 94,387
food baskets to
strengthen the partner networks in order to install
vulnerable families a collective and integrated action plan.
» Strengthening social organizations and youth 2. SOCIAL AND COMMUNITY INVESTMENT

During the pandemic, we have identified One of the Foundation's roles is to conduct
opportunities to give new meaning to our socioeconomic surveys in the municipalities where
activities in Rondonópolis (MT) by expanding AMAGGI operates. By jointly analyzing the needs
our actions to support organizations that work of the local communities, the company is able to
with young people. Our goal is to strengthen the
social role of youngsters and, consequently,
prioritize the municipalities that need more robust,
long-term assistance aimed at strengthening local
We conducted socioeconomic
local development. networks and community development. As such, surveys in the areas where the
various tools and methodologies are used, such
We, therefore, mapped out the organizations as appreciative inquiry: company operates
present in the municipality and, through the
Rondonópolis Incentive, we supported four
social organizations with an investment of
BRL 20,000 each, in addition to actions to
encourage networking, management of social
projects, and expansion of fundraising, with Entry Validation Hands-on Destination
participation in the Virtual Showcase platform.
Step 1:
Step 2:
Step 3:
Step 4:
The selected projects are being monitored by
the foundation's team during 2021. Performance of
Prioritizing Investment outflow
Mapping and monitoring of projects/actions
the benefited parties partners and local networks Strengthening of networks
Technological solutions
Characterizing Portfolio validation
the locations Co-creation
Social The Foundation and
Planning partnerships
Analyzing Co-management
for the future
local contracts
Participatory Analysis
DISCOVERY DREAM PLANNING DESTINATION
Based on the appreciative inquiry method.

We believe that through new experiences,

young adults can strengthen their relationship
with their surroundings
3. STRENGTHENING THE SOCIAL ROLE

OF YOUNG PEOPLE FOR SUSTAINABLE full scholarships are offered to young people
DEVELOPMENT between the ages of 18 and 24, who have
We support young people with ideas or projects passed the vestibular university entrance exam,
that contribute to local development because we so they can participate in the bidding process
In 2019, the municipalities assessed as priorities priorities for the 2019 Action Plan, new projects understand that the innovative and transforming launched by the Foundation.
were Itacoatiara (AM) and Porto Velho (RO) - where for the 2020 Action Plan, new partnerships with profile of this audience helps us create social and
important topics that include social roles, careers local organizations and leaders, mapping local environmental solutions based on "think globally, The project has already benefited 23 students
for young people, and addressing the sexual businesses (potential partners), offering training act locally", connected to the principles of the in 2019, who will finish the course in 2021, and
exploitation of children and adolescents were in digital tools and project development and Sustainable Development Goals (SDGs). another two students in 2020, who will be
identified - and the district of Espigão do Leste management, under the Foundation's Incentives. ready to enter the job market in 2022. Besides
(MT), where essential services such as health, We believe that it is through new experiences that the financial incentive, we actively take part in
education, and banking services were lacking. To encourage projects and actions aimed at young adults can strengthen their relationships actions with young people through activities that
Due to Covid-19, the activities in these places (a predefined topics, we make the Foundation's with their surroundings, develop a positive can contribute to their education.
stage dubbed Hands-On) had to be kicked off Incentives available through tenders for attitude within their groups and create new life
online in 2020. organizations and social initiatives. The seven perspectives that will help them find opportunities The purpose of this project is to bring together
selected projects received benefits worth BRL and overcome social and regional inequalities the demand for qualified labor in agribusiness
A recovery plan needed to be implemented 20,000 (for social organizations) and BRL intensified by the pandemic. with young people who are looking for ways
during the period with the participants of the local 5,000 in the case of initiatives by individuals. to enter the job market. AMAGGI is part of this
networks. They presented the problems and the The Foundation also offers training to further » Scholarships strategy because if offers training to absorb and
most pressing points for improvement of the local networking, social project management, and the Among our various projects that involve retain local labor, especially in the area of digital
reality in view of the pandemic. That was when expansion of fundraising, through the participation strengthening the role of young people, we agriculture, which has been in demand due to
we began to offer the online course "Digital Tools of the projects in the Virtual Showcase. would like to highlight the higher education the transformation that is taking place in the
and Project Development and Management" to course in Agrocomputing by Fatec offered in processes.
prepare them to develop projects that can be Rondonópolis and Cuiabá in Mato Grosso. The
registered in the Foundation’s Incentives. To make
this happen, our work together included reviewing
Innovating products
and sustainable
solutions
Innovating products
and sustainable solutions
Innovating products
and sustainable
solutions
Agribusiness is a sector that involves complex

Commitments scenarios because it has to balance agricultural
production with climate change. For this reason, we
We believe that our work influences and is influenced by have invested more and more in innovation, now
society's demands and by the constant challenges, debates, linked to cutting-edge technology. Such a challenge
and uncertainties that surround agribusiness. As such, we requires efficiency, firmness and proactivity, as well
agree to: as total transparency in activities. Another essential
characteristic is the dialogue with stakeholders
· Have a dialogue with our stakeholders about new about our investments in sustainable solutions and
technological trends with high-yield and low socio- new modes of operation.
environmental impact, digital tools, new patterns of food
consumption, and solutions regarding the main challenges We are always aware of new demands and market
for a sustainable agribusiness. trends to ensure greater production and growth,
while at the same time not forgetting our values of
· Constantly invest to make available sustainable and ethics and sustainability by considering the future of Multiple partnership
innovative products and solutions that ensure traceability of present and future generations.
responsibility of origin, allied to a smaller carbon footprint, In 2020, the Innovation area confirmed its support for AgriHub
Space, the first agricultural innovation center in Mato Grosso,
efficient use of pesticides, free from deforestation and
launched by the Agriculture and Livestock Federation of
conversion of native vegetation and that meet new consumer
the State of Mato Grosso (Famato) and other companies in
habits. the sector. The center's goal is to seek tailor-made solutions
for the agriculture of the state, which is one of the country's
· Be innovative in leadership and together with other most important agricultural producers. A few of the research
stakeholders to generate positive impacts in our operations priorities are the development of solutions for new types
and value chain as well as for the responsible growth of the of seeds and cultivars, modern agricultural equipment, and
sector. solutions for agricultural pests and diseases.
Best practices and technology in the field

A more sustainable and productive agribusiness · TelemeClima: online solution that integrates the · Crop dusting: a pilot project in partnership with a
will always be associated with the use of new use of machine telemetry and climate data for startup to improve aerial spraying management,
agricultural practices linked to preserving natural the performance of activities with more quality, which is having positive results, such as:
resources. For this reason, we spare no effort in according to the agronomic guidelines previously improvements in the aircraft work log process
looking for new techniques and, above all, sharing defined in the field work orders. (evidence of if the application plan was followed
them with rural producers. We invest in solutions that The result is swift, sustainable management. as planned); automated exclusion of flyovers in
benefit both production and preservation, such as: Permanent Protection Areas (APP), Legal Reserves
· Connectivity: the implementation of a 4G network (RL), and populated areas - in compliance with
in the units and 200 new automated weather the socio-environmental laws in effect; a robust
stations have enabled the machinery to access database that subsidizes the instructions given
remote sensing information in real time, increasing to the pilots of the cropdusters to improve
assertiveness for decision making in the field. performance in the applications.
· Efficiency in machinery: replace machinery with · Combined techniques: a combination of

more efficient, modern and economical models techniques consolidated by Brazilian agriculture,
that are powered by less polluting engines and such as no-till farming (soil covered with plants
require more sustainable fuels. These factors or plant residue to preserve fertility); crop rotation
have increased the availability of equipment in (alternating between soybean and corn to
the field so they can carry out increasingly more maximize the use of the same planted areas); use
intensive activities. of Integrated Pest Management (IPM) to reduce
the use of pesticides, among others.
· Experimental stations: research to fight pests
and diseases in crops, such as the use of
MODELS
biological control. We opened our first biofactory
More modern
machinery is more
with the aim of reducing the use of conventional
efficient and less pesticides.
polluting
Climate Change GRI 103-2, 103-3 | 201, 305
Climate change can affect people, biodiversity, and GHG EMISSIONS MANAGEMENT
the economy of the planet. For agribusiness, it is GRI 305-1, 305-2, 305-3, 305-4 and opportunities of the area. The emissions from
one of the main risk factors for food production; The creation of the greenhouse gas inventory Scopes 1, 2 and 3 in 2020 can be assessed as
in logistics, the ability to transport products can is the first step in the management of climate follows:
be compromised as a result of floods and other change because it offers an overview of the risks
extreme events (as well as infrastructure). One
of the main impacts of climate change resulting
from agricultural activities is deforestation, which Greenhouse gas emissions (tCO2e)
can directly influence the microclimate and
the local rainfall levels. The consequences are
higher production costs and food prices for end 708,019 2019
consumers, and a risk to food security worldwide. 659,638

2020
Therefore, we understand our role in tackling 509,256 507,773

climate change and, for this reason, we are firm in 451,966
our commitment to maintain a deforestation and
conversion-free chain. We also work with the best 294,133
agricultural practices, implement monitoring and
control actions targeted at reducing emissions, 30,766 24,550 25,233 20,220
and we seek continuous improvement in our
performance and support our partners. This action
is part of the Company's strategy and of our 2025
Plan to put in place actions to fight or adapt to Scope 1 Scope 2 Scope 2 Scope 3 Biogenic CO2 Biogenic CO2
Market-based emissions Removals
climate change. GRI 201-1, 201-2
-376,999 -376,999
The gases contemplated in Scopes 1,2 and 3 were: CO2 (carbon dioxide), Ch4 (methane), N2O (nitrous oxide).
Scope 1 Scope 2
In 2020, AMAGGI expanded its industrial operations, 20% decline as compared to 2019 due to the drop
intensified the use of its fleet of 300 trucks to ship in carbon intensity (18%) of the emission factor of
its products and opened two new cotton processing the energy coming from the national grid (SIN).
plants on the Itamarati and Tanguro farms. This This occurred despite the 7% increase in energy
expansion represented significant increases in consumption, resulting from the installation of
diesel consumption by AMAGGI Logistics and new cotton processing units. In total, the company
Operations and in biomass consumption by emitted 24,500 tCO2e within Scope 2, considering
AMAGGI AGRO for cotton processing. the traditional accounting approach (location-based).
However, even with this increase, the company was When considering the market-based approach, in
able to reduce its absolute emissions by 0.29% on which we were able to give visibility to the purchase
account of different factors. The first of these was of renewable energy with low or zero greenhouse
linked to the sale of the Vale do Araguaia Farm in gas emissions, the company emitted a total of 20
the second half of 2020, which reduced the use of tCO2e - a figure 20% lower than in 2019 due mainly
inputs for agricultural production. to the drop in energy consumption at the Itacoatiara
plant. In total, AMAGGI purchased about 60% of its
Another important factor in the cutting back of energy from renewable sources - with low or zero
emissions was linked to investments in operational greenhouse gas emissions to power its operations.
excellence: increased efficiency in the use of
fuel in agricultural machinery (representing an 18%
reduction in emissions, compared to the previous
year); management changes in the use of more
concentrated foliar products and greater use of
biological pesticides provided a reduction in the use
of agrochemicals and, consequently, of emissions; Errata: in 2019, emissions using the market-based
and no area conversion took place. methodology were 26,000 tCO2e and not 8,370 tCO2e
reported in the 2019 Sustainability Report. The adjustment
was made due to the correction in energy consumption at Our role in fighting climate change involves
the Itacoatiara (AM) plant.
several actions, such as reducing emissions
Scope 3 Biogenic emissions and removals

There was a 7% drop in emissions as compared Biogenic emissions dropped 34.92% as compared
with 2019. The main sources of emissions in with 2019 due to the absence of transformation
AMAGGI's value chain are for production by of areas in AMAGGI farms. Biogenic removals,
Conservation areas and third-party companies, deriving from the main meanwhile, maintained 2019's 377,000 tCO2e,
agricultural inputs (fertilizers, urea, limestone, etc.); with growing commercial forest areas and
climate change as well as those related to air travel and road and improved agricultural and management practices
rail transport for shipping products to domestic and as removal sources.
One of the researches carried out by scientists connected to the
Amazon Research Institute (IPAM) at the Tanguro Farm, located between international markets.
the Cerrado and Amazon biomes, concluded that the temperature in
the forests is, on average, 5ºC lower than in the fields; and that water Due to the pandemic scenario, the number of Emissions mitigation GRI 305-5
streams in riparian forests are 2ºC colder than in unprotected areas. business trips by employees and third parties In line with the 2025 Plan, our purpose is to
The results were obtained by means of monitoring towers that collect dropped significantly - 15 tCO2e versus 980 tCO2e contribute to low carbon agriculture through a series
atmospheric data, such as humidity, temperature, and the presence of in 2019. The company's own fleet (about 300 trucks) of initiatives: regenerative agriculture; adoption
CO2, in areas of degraded vegetation and farming to study the dynamics operated at full capacity, reducing the need to hire of no-till practices on 100% of our farms; crop
of temperature regulation by vegetation. transportation from third-party companies and livestock integration; soil quality control and proper
contributing to a 7% decrease in emissions (438,597 management on our farms; expansion of farming
tCO2e). However, the emissions from the company's activities only over degraded or already open areas
own fleet have increased and have been included in and increased productivity per hectare; increased
Scope 1. As for emissions related to the acquisition adoption of low- or zero-emission energy sources;
of agricultural inputs, there was a 5% drop, which investment in more efficient agricultural equipment;
is justified mostly by the decrease in planted area soil quality monitoring; efficient use of inputs, such
after the sale of the Vale do Araguaia Farm. as nitrogen fertilizers; and choice of seeds and
We adopt some measures to fight climate change, cultivars according to productivity, tolerance and
resistance to pests.
such as: genetic improvement (seeds and cultivars
that can adapt to climate conditions), maintenance
of conservation areas and evaluation of structures to
guarantee navigation, such as depth of drafts
INVENTORY AND CARBON FOOTPRINT OVERALL COMPARATIVE RESULT - CARBON

By 2020, we maintained approximately 137,000 FOOTPRINT 2020
hectares of Permanent Preservation Areas, Cotton fiber
Legal Reserves and forest surpluses that Our performance is due to a series of
(kgCO2e per kg of product delivered in Asia)
together enabled the capture of greenhouse good practices implemented over time,
gases from the atmosphere and currently such as no-till farming, crop succession,
represent an inventory of more than 73 more efficient agricultural machinery, AMAGGI 1,967
million tCO2e. This is one of the results of our and technologies that integrate climate
commitment to promote responsible agriculture. data, and others.
USA 4,927
We have several socio-environmental
certifications for our products, such as EU
RED and 2BSvs, for soy certified according to
the European biofuels directive and aimed at
reducing the product's carbon intensity. Soybeans Corn grain
(kgCO2e per kg of product delivered in Europe) (kgCO2e per kg of product delivered in Europe)
During the year we invested again in improving
our carbon footprint calculation and have been
working on an ongoing basis to reduce it. As AMAGGI 0,508 AMAGGI 0,368
a result, we have made available to the market
more and more products with a guarantee of
sustainable origin. The full material regarding USA 0,557 USA 0,387
the Carbon Footprint 2020 is available on our
website.
Ukraine 1,169 Hungary 0,414
Canada 1,368 France 0,455
*Errata: 35 million tCO2e of carbon inventory was

reported in the 2019 Sustainability Report because Brazil 2,524 Ukraine 0,600
only AMAGGI AGRO farms were considered in
the calculation. In 2020, the calculation covered all
company properties, totaling 73 million tCO2e.
Uruguay 4,135 Brazil 0,966
ORIGINAR 2.0 Platform
If our purpose is to develop business by adding ORIGINAR 2.0 is based on the construction of
environmental, social, and governance values, modules that allow the identification and registration
we are committed to ensuring the transparency of the areas of rural properties, as well as the
and traceability of the grain chain. For this insertion of commercial data, socio-environmental
purpose, we rely on ORIGINAR 2.0, an evolution analysis, and agricultural and environmental
of AMAGGI's geospatial tool that allows us to monitoring of the properties. The platform also
manage commercial information for negotiations has cell phone apps for on-site monitoring and
in the Commodities area, in search for a more inspections, which allows the user to carry out
strategic market performance. The new version monitoring with georeferenced photos. Another
ensures the initial benefits of the platform, such possibility is the application of a checklist for the
as the traceability of the purchased product (grains socio-environmental certifications that the company
and fibers), ensuring that they are sourced from a has in its own farms and those of its suppliers.
socially and environmentally responsible property.
The evolution of the platform is constant. In 2020,
Other advantages are enabling our understanding we began developing a deforestation and fire
of farmers' needs, such as: customizing technical warning service for all registered properties, a
assistance to favor the incorporation of best dashboard to manage and measure the impacts
agricultural and socio-environmental practices in the of social and environmental restrictions, which
field - including compliance with the Forestry Code enhances the responsible performance and
and support for the recovery of degraded areas - expansion of the company.
and helping producers to manage and minimize
socio-environmental risks. Through this tool, we can
engage farmers in relation to sustainable product
practices and prepare them to meet the demands ORIGINAR 2.0 is an evolution of our geospatial
of highly demanding markets.
tool, which gives AMAGGI a more strategic
performance
Initiatives and partnerships

· FGV EAESP: · Earth Innovation Institute and · Environmental Research Institute of · Soja Plus:
partnership with the Getulio Vargas Balikpapan Challenge: the Amazon (Instituto de Pesquisa program that aims to promote
Foundation to calculate greenhouse international institute linked to issues Ambiental da Amazônia - IPAM): improvements in the management of
gas emissions in the Public GHG such as food security, rain forest partnership for scientific research rural properties in environmental, social,
Registry Platform of the FGV Center for protection and climate change projects related to the role of forests and and economic aspects.
Sustainability Studies. their interaction with human activities on
· MT Strategy: Produce, Conserve and the Tanguro Farm in Querência (MT). · Caminhos da Semente:
· Brazilian Coalition for Climate, Forests Include (PCI): initiative formed by more than 160
initiative from the state of Mato Grosso · Round Table on Responsible Soy (RTRS) organizations and 40 experts to
and Agriculture (Coalizão Brasil Clima,
that seeks to achieve a vision of social is an international initiative in which disseminate environmental recovery
Florestas e Agricultura):
and economic development for 2030 soy producers, traders and processors through the sowing of direct seedings in
the largest Brazilian multi-sector group
through the sustainable use of natural work together with banks and social the country (known as muvuca).
dedicated to developing a low carbon
resources. AMAGGI is a cofounder of the organizations to ensure sustainable
economy. AMAGGI is a leader of the
Deforestation Forum and the Coalition's newly created PCI Institute and has been soy cultivation worldwide and the social · Embrapa: partnership to further studies
part of the initiative since 2015. responsibility of the industry. about the soil (from microbiota to
Executive Group (GX).
nutrient behavior) of the crop areas of
· Soy Working Group (GTS): · The Nature Conservancy (TNC) all company farms, allowing greater
· Brazilian Vegetable Oil Industry
at the helm of the fight to end partnership with the NGO to promote sustainability in production processes.
Association (Associação Brasileira das
deforestation in the Amazon biome, environmental suitability and forest
Indústrias de Óleo Vegetal - Abiove):
this group is formed by civil society recovery on rural properties, as well
aimed at implementing sustainability
organizations and companies. as engaging producers in sustainable
projects for the soy production sector
planting, particularly to expand already
· Mato Grosso Industry Federation · Cerrado Working Group (Grupo de open areas and reduce pressure on
(Federação das Indústrias Trabalho do Cerrado - GTC): deforestation.
initiative that seeks to create · Sustainable Trade Initiative (IDH):
no Estado de Mato Grosso - FIEMT):
opportunities for collective solutions to partnership with the international institute
brings together entrepreneurs and
eliminate deforestation in the Cerrado aimed at facilitating the sale of large
entities to discuss compliance with
linked to the soybean chain. volumes of commodities according to
environmental laws and the evolution of
sustainability commitments.
sustainability in factories.
Awards, Rankings
and Recognition
2020
Awards, Rankings and Recognition 2020
CDP Forest:
2nd time that AMAGGI, the only Brazilian soybean Mais Integridade (More Integrity) Seal:
company to receive a score of A-, in one of recognition by the Agriculture, Livestock and
the most important surveys on environmental Supply Ministry for good integrity practices from the
risk management (including forest risks and standpoint of social responsibility, sustainability,
opportunities) and best practices associated with ethics and commitment for the prevention of bribery
environmental leadership in the world. and corruption.
Forest 500:
Globo Rural magazine: Agribusiness Yearbook Época Negócios 360º magazine Valor 1000 magazine
3rd place in best practices in the global ranking · Largest agribusiness company in the midwest · 183rd place in the Época Negócios 360º ranking, · 44th largest company in Brazil, by net revenue
that annually assesses 500 of the most influential region, by net revenue with its own methodology for assessing
companies and financial institutions in forest risk companies (considering the aspects of Financial · 10th largest company in the food and beverages
supply chains regarding how they implement their · The largest agribusiness company in the state of Performance, Corporate Governance, Innovation, sector in Brazil, by net revenue
voluntary commitments and policies to address Mato Grosso, by net revenue Vision for the Future, People, and Sustainability)
deforestation including the Progress Report. · 3rd largest company in the north/midwest region,
· 11th largest agribusiness company in Brazil, by net · Holder of the 8th highest score among by net revenue
revenue companies in the midwest region
· Largest company in the food and beverage sector
· 5th largest company in the soybean and oil · 5th place in Corporate Governance in the in the north/midwest region, by net revenue
industry in Brazil, by net revenue agribusiness sector
· 4th company in sustainable growth (net revenue
· Holder of the 2nd largest annual net revenue · 41st largest company in Brazil, by net revenue variation over adjusted equity variation, in
growth among companies in the soybean and oil points attributed by the survey) in the food and
industry in Brazil · 2nd largest company in Brazil, by net revenue beverage sector
Awards, Rankings and Recognition 2020
Valor Grandes Grupos – The 200 largest Exame Melhores & Maiores HR Management: highlight for Nereu Bavaresco
· 15th largest business group in the commerce area, · Amaggi Commodities as 33rd largest company in https://www.amaggi.com.br/noticias/
by net revenue Brazil, by net revenue reconhecimentos-em-comunicacao-e-rh/
· 20th highest net revenue growth among business · Amaggi Agro as 434th largest company in Brazil,
groups in 2019 by net revenue
· 9th largest corporate group in net worth · Amaggi Navegação as 998th largest company in
Brazil, by net revenue
· Holder of the 11th highest net income among
business groups in Brazil · Amaggi Commodities as 9th largest agribusiness
company in Brazil, by net revenue
· 56th largest business group in the country, by
gross revenue · AMAGGI as the 41st largest corporate group in the
country, by net revenue
As Melhores da IstoÉ Dinheiro (The Best of)

- 51st largest company in Brazil, by net revenue Aberje: Communicator of the Year for Juliana
Lopes
https://www.amaggi.com.br/noticias/
reconhecimentos-em-comunicacao-e-rh/
GRI Content Summary GRI 102-55
GENERAL CONTENT
GRI STANDARDS CONTENT PAGE/URL OMISSION SDG
GRI 101: Foundations 2016
GRI 101 has no content
Organizational profile
GRI 102: General content 2016 102-1 Organization Name 9

102-2 Activities, brands, products and services 9
102-3 Location of the organization's head office 9
102-4 Place of operation 9
102-5 Nature of ownership and legal structure 9
102-6 Markets served 9
102-7 Size of organization 9
102-8 Information about employees and other workers 33 and 34 8, 10
102-9 Supply chain 47
102-10 Significant changes in the organization and its supply chain 47
102-11 Precautionary principle or approach 31 and 32
102-12 External initiatives 17
102-13 Involvement in associations 17
Strategy
GRI 102: General content 2016 102-14 Statement from the most senior executive 4
Ethics and Integrity
GRI 102: General content 2016 102-16 Values, principles, standards and codes of behavior 31 16
GENERAL CONTENT
Governance
GRI 102: General content 2016 102-18 Governance structure 28
Stakeholder engagement
GRI 102: General content 2016 102-40 List of stakeholder groups 22

102-41 Collective bargaining agreements 33 All Amaggi employees are covered by a Collective Bargaining Agreement 8
negotiated with the unions that represent the categories and monitored by the
Workers' Representative Committee, elected among the workers themselves in
group meetings.
102-42 Identification and selection of stakeholders 22
102-43 Approach to stakeholder engagement 22
102-44 Key topics and concerns raised 22
Reporting practices
GRI 102: General content 2016 102-45 Entities included in the consolidated financial statements 3
102-46 Defining report content and topic boundaries 3 and 22
102-47 List of material topics 22
102-48 Restatements of information There are no significant restatements. Revisions of numbers and data are pointed out
on a case-by-case basis throughout the text.
102-49 Changes in reporting 22
102-50 Reporting period 3
102-51 Data of most recent report 2019
102-52 Reporting Cycle 3
102-53 Contact point for questions regarding the report 3
102-54 Claims of reporting in accordance with the GRI Standards This report has been drawn up in accordance with the GRI Standards "Core" option
102-55 GRI Content Summary 73
MATERIAL TOPICS
Economic performance
GRI 103: Management approach 103-1 Explanation of the material topic and its boundary 22
2016
103-2 Management approach and its components 55 and 64
103-3 Evaluation of management approach 55 and 64
GRI 201: Economic performance 201-1 Direct economic value generated and distributed 56 and 64 8, 9
2016
201-2 Financial implications and other risks and opportunities arising from climate 64 13
change
Market presence
2016
103-2 Management approach and its components 33
103-3 Evaluation of management approach 33
GRI 202: Market presence 2016 202-1 Ratio between the lowest wage and local minimum wage, by gender 38 1, 5, 8
Indirect economic impacts
2016
203-2 Significant indirect economic impacts 57 1, 3, 8

MATERIAL TOPICS
Procurement practices
2016
GRI 204: Procurement practices 204-1 Ratio of expenses with local suppliers 49 8
2016
Anti-corruption
2016
GRI 205: Anti-corruption 2016 205-1 Operations assessed for risks related to corruption 31 16
205-2 Communication and training on anti-corruption policies and procedures 31 and 37 16
Biodiversity
2016
GRI 304: Biodiversity 2016 304-1 Operational sites owned, leased, managed in, or adjacent to, protected ar- 44 6, 14, 15
eas and areas of high biodiversity value outside protected areas
304-2 Significant impacts of activities, products and services on biodiversity 44 6, 14, 15
304-3 Habitats protected or restored 45 6, 14, 15

MATERIAL TOPICS
Emissions
2016
GRI 305: Emissions 2016 305-1 Direct GHG emissions (Scope 1) 64 3, 12, 13, 14, 15
305-2 Indirect GHG emissions (Scope 2) 64 3, 12, 13, 14, 15
305-3 Other indirect GHG emissions (Scope 3) 64 3, 12, 13, 14, 15
305-4 Intensity of GHG emissions 64 13, 14, 15
305-5 Reduction of GHG emissions 66 13, 14, 15
Environmental compliance
2016
GRI 307: Environmental 307-1 Non-compliance with environmental laws and regulations In 2020, no case of non-compliance with environmental laws and/or regulations was 16
compliance 2016 identified for which loss is possible.
MATERIAL TOPICS
Environmental assessment of suppliers
2016
GRI 308: Environmental 308-1 New suppliers that were screened using environmental criteria 49
assessment of suppliers 2016
308-2 Negative environmental impacts in the supply chain and actions taken Of the 4,599 suppliers with whom the Procurement area
had a business relationship in 2020, 247 were in the
socio-environmentally critical category and, therefore,
underwent a sustainability assessment. Of these 247,
15 were not qualified to continue in the bidding process
because they did not meet AMAGGI's sustainability
criteria.
Employment
2016
GRI 401: Employment 2016 401-1 New employee hires and employee turnover 34 and 35 5, 8, 10
401-2 Benefits provided to full-time employees that are not provided to temporary 39 3, 5, 8
or part-time employees
401-3 Maternity/Paternity Parental Leave 39 5, 8

MATERIAL TOPICS
Occupational health and safety
2016
GRI 403: Occupational health and 403-1 Occupational health and safety management system 41 8
safety 2018
403-2 Hazard detection, risk assessment and incident investigation 41 8
403-3 Occupational health services 41 8
403-4 Worker participation, consultation, and communication on occupational 41 8, 16

health and safety
403-5 Worker training on occupational 41 8

health and safety
403-6 Fostering worker health 41 3
403-7 Prevention and mitigation of occupational

health and safety impacts directly
linked by business relationships
403-9 Work-related injuries 41 3, 8, 16

MATERIAL TOPICS
Training and education
2016
GRI 404: Training and education 404-1 Average hours of training per year per employee 37 and 38 4, 5, 8 , 10
2016
404-2 Employee skill-building programs and career transition assistance 37 8
404-3 Percentage of employees receiving regular performance and career devel- 37 5, 8, 10

opment reviews
Diversity and equal opportunity
2016
GRI 405: Diversity and equal 405-1 Diversity in governance bodies and employees 36 5, 8
opportunity 2016
405-2 Ratio between the basic salary and remuneration of women to men 38 5, 8, 10
MATERIAL TOPICS
Freedom of association and collective bargaining
2016
GRI 407: Freedom of association 407-1 Operations and suppliers where the right to freedom of association and The Labor and Union 8
and collective bargaining 2016 collective bargaining may be at risk Relations management
maintains the relationship
with all union entities
that represent the trade
categories to ensure
compliance with
the labor laws.
Child Labor
Environmental assessment of suppliers
2016
GRI 414: Social assessment of 414-1 New suppliers selected based on social criteria 49 5, 8, 16
suppliers 2016
414-2 Negative social impacts in the supply chain and actions taken 49 5, 8, 16
MATERIAL TOPICS
Consumer health and safety
2016
GRI 416: Consumer health and 416-1 Assessment of health and safety impacts caused by product and service 42 100% of significant product or service categories for
safety 2016 categories which health and safety impacts are assessed.
416-2 Cases of noncompliance regarding health and safety impacts caused by We recorded no cases of noncompliance with laws and/ 16
products and services or voluntary codes regarding health and safety impacts
caused by products and services within the reporting
period.
SUSTAINABLE DEVELOPMENT GOALS
Industry, innovation Fighting climate change

Poverty eradication Gender equality and infrastructure Partnerships to reach the goals
Zero hunger Clean water and sanitation Reducing inequalities Life under water
Sustainable cities
Good health and wellbeing Affordable and clean energy and communities Life on land
Dignified jobs Responsible use Peace, justice,

Quality education and economic growth and production and strong institutions
Credits
GENERAL COORDINATION GRI CONSULTING,

CONTENT AND DESIGN
Sustainability, Communication
and Compliance Board rpt.sustentabilidade
www.reportsustentabilidade.com.br
EXECUTIVE COORDINATION Project Management

Ricardo Duarte
Corporate Communication
Management and Social and Content and editing
Environmental Management Janice Kiss and Juliana Santoros
Design
Ed Santana
GRI Consulting
Amanda Regueira
Photos
AMAGGI Image Bank
Translation
Lesley Sogl

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Sustainability

INTRODUCTION 3 IMPROVING GOVERNANCE DEVELOPING WITH THE AREA 54

Actions to tackle Covid-19 7 Our team, people management 33

OUR ESSENCE 8 Food quality and safety 42 Best practices and

HOW WE DO BUSINESS 13 PROMOTING A SUSTAINABLE VALUE

Photos in this report

Message from the CEO GRI 102-14

Judiney Carvalho de Souza

2020 in the spotlight

USD 17 million standpoint of social responsibility, work in 2020

BRL 2 million and All Against Covid-19.

157,500 · 370,000 people benefited

hours of own training

biodiesel with the issue of the first

93% plant "Sustainability

2020 in the spotlight

2nd time that AMAGGI, the only

Our growth is spurred by ongoing investments

Mission Values Respect for

Madeira Corridor Unitapajós Corridor

1 Água Boa 22 Paranaguá Amazon River

5 Campo Novo do Parecis 26 Querência

13 Ipiranga do Norte 34 São Francisco do Sul

14 Itiquira 35 São José do Xingu

Commercial Representation Office

We operate through an extensive chain divided into

To succeed in this planning, we rely on the

We seek economic feasibility, add value for and operations, and

shareholders and employees, preserve the generation

environment, and share this value with society

AGRO COMMODITIES LOGISTICS AND OPERATIONS ENERGY

22 storage units (MT, RO, AM)

hectares producers 3 soybean crushing units (MT, AM 191 barges

Our products, byproducts and inputs

Commitments and performance GRI 102-12, 102-13

Corporate commitments Socio-environmental Certifications

Product and process quality certifications

· Food Safety Management System · Non-GMO Foodchain ID

We have certifications that We are committed

The sustainability strategy is a transversal topic in

The 2025 Plan (Sustainability Plan with

The 2025 Plan (Sustainability Plan with

After revalidating our material topics, we

Partnerships and means of 17.16

Decent work and economic 8.3

Corporate governance GRI 102-18

Corporate governance structure

Holding Holding Holding Holding Holding

Chairman Risk and Compliance Committee

Fiscal Tax Committee

Our principles are grounded on ethics and integrity,

For these values to be transversal within the

Risk management GRI 102-11

With our Global Risk Management Policy, we

Our team in 2020:

We believe that a productive work environment, that

ATTRACTION AND SELECTION Throughout the year, we looked for people in

Temporary 670 70 740 590 119 709 653 147 800

Employees by employment type