#1eneva.com.br/rs2020 Sustainability Report eneva A new energy to change Brazil 2020#2SUSTAINABILITY IS AN INTEGRAL PART OF EVERYTHING WE DO. We understand that we must constantly revisit the environmental, social, and governance impacts of our operations, not only to manage risks responsibly, but also to identify opportunities to allocate capital to new businesses that ensure the sustainability of our company. The Brazilian and global energy industries have been undergoing structural changes. The energy transition is a trend towards more and more energy with less Greenhouse Gas (GHG) emissions. Although Brazil has one of the world's cleanest electricity matrixes, its continental extensions and major social issues pose many challenges, particularly in the pursuit for democratic access to safe low-cost energy that is also sustainable from a social, economic and environmental standpoint. This report aims to share with society as a whole, the communities surrounding our operations, employees and third parties, suppliers, as well as shareholders and investors, the impact of our main actions throughout 2020, a year marked by unprecedented challenges in our history, which have encouraged us to rethink how we operate and our role in society.#3Sustainability Report 2020 HIGHLIGHTS SOCIAL 03 STRENGTHENING COMMUNITIES Employment and income opportunities in disadvantaged communities 01 COVID-19 +7,000 GWh of energy for the supply of essential activities and potential to supply more than 3.5 million homes in the country* R$1.2 million donated to the Salvando Vidas [Saving Lives] project for the purchase of PPE and equipment necessary to supply oxygen to hospitals 770+ hospitals benefited in 698 municipalities + 000 Led by BNDES and to which Eneva donated R$400,000 in 2020 and R$800,000 in February 2021 Well-being of the communities surrounding our operations during the pandemic 02 OUR PEOPLE Equity in compensation and opportunities 1st Trainee Program (operational departments): Blind selection 56% 25 Brazilians approved from 14 different States 12% N NE + Federal District 68% Male 32% Female Equity in job promotions and merit pay increases between men and women Women ■Men 34% 33% 33% 31% 16% 9% 9% 10% We strengthened social projects aimed at income generation Merit 2019 Promotion 2019 Merit 2020 Promotion 2020 Donation of R$390,000 through the Costurando para o Bem [Sewing for Good] project We generate income for local seamstresses and craftswomen making masks and coats for health professionals, employees and communities in the states of Maranhão and Amazonas *This calculation was based on EPE's Anuário Estatístico de Energia Elétrica 2021 [2021 Statistic Electricity Yearbook] (reference year 2020), which shows average residential consumption of 165.1 kWh/month in Brazil in 2020. Employability in the North and Northeast regions Northeast Migrants North Migrants 62% 1% 84% NE 20% CO 1% SE SE 12% S S 16% 1% 2% 04 REGIONAL DEVELOPMENT Local industry development Supplier Development Program 62,000 people directly benefited by our social programs, in addition to the impacts of our social and environmental programs linked to operating license conditions R$2.2 billion invested in 2020 in the maintenance and expansion of our operations in the States of Ceará, Maranhão, Amazonas and Roraima 126 new direct jobs created in the North and Northeast Regions in 2020 as a result of our investments in Maranhão, Amazonas and Roraima Do $ R$1.2 billion invested by 2020 in the implementation of the Azulão-Jaguatirica Integrated Project, which will result in increased reliability and reduced cost of power generation (approx. 26%) in Roraima 143% increase in the contracted value of local suppliers in 2020 75 people benefited directly in the states of Amazonas and Roraima from our local workforce training programs We tripled the number of suppliers included in our performance evaluation process Supplier 92.1/100 Development Index for compliance with health, safety and environmental rules and standards#405 CLIMATE CHANGE CO2 R$0.7 billion invested in 2020 (31% of our total investments in 2020) Sustainability Report 2020 HIGHLIGHTS ENVIRONMENTAL | GOVERNANCE 06 STRONG ENVIRONMENTAL MANAGEMENT SYSTEM Further strengthening natural capital management in the implementation of the closing of the cycle of natural gas power plants in the Parnaíba Complex, which will lead to an estimated 35% reduction in the intensity of emissions from our gas-fired generation park +14 KPIs added to the Health, Safety and Environmental Management System 07 DISCLOSURE OF ESG DATA 1st Greenhouse Gas (GHG) emissions inventory assured by an independent party R$1.2 billio CO2 invested in 2020 in the implementation of the Azulão-Jaguatirica Integrated Project. When operational, the plant will lead to an estimated 35% reduction in CO₂ emissions and the generation matrix of the state of Roraima 435 hectares preserved in the areas of influence our assets We have committed to respond to the CDP Climate Change and Water Security questionnaires regarding our environmental performance in 2020 We adhered to the CDP (former Carbon Disclosure Project), a non-profit organization that manages a global disclosure system in which investors, companies, cities, states and regions around the world manage and report their environmental impacts CDP https://la-pt.cdp.net Strategic positioning to expand gas supply in the North and Northeast regions, contributing to the decarbonization of power generation and the industry We started our first study of climate risks that will be incorporated into our risk matrix and considered in a more structured way in our strategic planning Seeking to understand the demands and expectations of our stakeholders, such as community leaders, senior management, investors and creditors, industry experts and employees, we updated our materiality study and defined the SDGs correlated to our priority themes, which will now be contemplated in our strategy#52020 Sustainability Report CONTENTS 6 ABOUT THIS REPORT 85 SOCIAL & RELATIONSHIP CAPITAL 10 LETTER FROM MANAGEMENT 101 NATURAL CAPITAL 13 ABOUT ENEVA 112 FINANCIAL CAPITAL 23 FIGHTING COVID-19 118 APPENDICES 29 INTELLECTUAL & ORGANIZATIONAL CAPITAL 137 GRI CONTENT INDEX 51 MANUFACTURED CAPITAL 160 SASB CONTENT INDEX 68 HUMAN CAPITAL 163 CREDITS & CORPORATE INFORMATION#6RS20 ENEVA Sustainability Report Eneva 2020 1 About this report About This Report Materiality Letter from Management About ENEVA Fighting Covid-19 Intellectual & Organizational Capital Manufactured Capital Human Capital Social & Relationship Capital Natural Capital Financial Capital Appendices GRI Content Index SASB Content Index Credits & Corporate Information#7फ 01 ABOUT THIS REPORT NA Committed to transparency and the demonstration of value creation in all links of our production chain, we have prepared for the second consecutive year our Sustainability Report, based on the standards of the Global Reporting Initiative (GRI), Core option, after a structured process of materiality. This document also follows specific indicators for the Oil & Gas and Energy industries from the Sustainability Accounting Standards Board (SASB), and is inspired by the provisions of the Integrated Reporting Principles of the International Integrated Reporting Council (IIRC), reflecting the search for continuous improvement in our accountability to various stakeholders. Furthermore, we now address, in our strategy and in this document, the Sustainable Development Goals (SDGs) held as priorities for our activities and relationships. [GRI 102-54] The process of developing this report included interviews with the main leaders, in order to demonstrate the performance obtained in the period from January 1 to December 31, 2020, as well as our strategic planning and management practices that aim to ensure the physical integrity of our teams and local communities and the operational integrity of our natural gas exploration & production and power generation assets. [GRI 102-45 102-50] The information presented herein was examined and formally approved by our Board of Executive Officers. The Board has overseen the preparation of this document and discussed all stages up until final publication. This information did not undergo external verification, with the exception of the data on Greenhouse Gas (GHG) emissions, verified by SGS according to the rules of the Brazilian GHG Protocol Program, and economic- financial data audited by KPMG Auditores Independentes, which follow the International Financial Reporting Standards (IFRS). Our Board of Directors also participated in the preparation process, appreciating the materiality matrix and discussing the themes prioritized throughout the period. [GRI 102-56 | 102-32] Any questions or comments about the data presented herein are welcome and can be directed to: [email protected] [GRI 102-53] enev ABOUT LETTER FROM ABOUT THIS REPORT MANAGEMENT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED CAPITAL HUMAN CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 7#81.1 MATERIALITY [GRI 102-42 | 102-43 | 102-44 | 102-46 | 102-47 | 102-49] Focusing on more assertive and objective communication, we promote, with the support of independent advisors, a materiality process to determine the most relevant topics of our operations and relationships through the eyes of our main stakeholders. The work was based on the GRI guidelines and used the methodologies of Vigeo Eiris, the Dow Jones Sustainability Indices (Energy industry), SASB - Gas Utilities and Distributors, and the studies of BNY Mellon - Sustainability Vision and HSBC - Global ESG Sector Playbook for guidance. As such, the goal is for this document to address aspects that reflect the significant economic, environmental and social impacts of our activities, or that can significantly influence the assessments and strategic decisions of our stakeholders. This process was structured based on an analysis of internal and external documents, interviews with internal and external audiences, and an online survey with representatives of our teams. The results of the materiality conducted in 2018 were also considered. The work resulted in a preliminary list of material topics, prioritized based on two axes for the creation of a new materiality matrix: SIGNIFICANT INFLUENCE ON STAKEHOLDER ASSESSMENTS AND DECISIONS considering their perception of impacts and expectations regarding our activities. REFLECTION OF SIGNIFICANT ECONOMIC, ENVIRONMENTAL AND SOCIAL IMPACTS based on the likelihood and severity of the impacts, as well as their criticality to the company's long-term performance and opportunities for growth and improvement. The impact axis included our executives, investors/creditors, and employees. The influence axis considered industry experts and community leaders, industry studies, and controversies. Based on this cross-referencing, our materiality matrix indicated the most relevant topics, divided into strategic pillars of our business and correlated with the GRI and SASB indicators, in addition to the United Nations (UN) Sustainable Development Goals (SDGs). PRIORITY STAKEHOLDERS [GRI 102-40 | 102-42] Senior Management, Investors and Creditors, Industry Experts, Community Leaders and Employees. ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 8#9MATERIAL Topics Contribution to local socioeconomic development Engagement with local communities, traditional peoples and vulnerable groups Ethics, integrity and prevention against corruption Energy security and contribution for access to energy Health and safety of employees and contractors Promotion of healthy work relationships Pollution prevention Emission management Climate strategy Protection and management of water resources Biodiversity protection and respect for the biome NO 1 POVERTY 3 GOOD HEALTH AND WELL-BEING 6 CLEAN WATER AND SANITATION AFFORDABLE AN 7 CLEAN ENERGY DECENT WORK AND ECONOMIC GROWTH 10 REDUCED INEQUALITIES 13 CLIMATE ACTION 15 LIFE ON LAND 16 PEACE, JUSTICE AND STRONG INSTITUTIONS APPENDICES For more details, see the complete table in the appendices. [GRI 102-40 | 102-44] ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED CAPITAL HUMAN NATURAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 9#10RS20 ENEVA Sustainability Report Eneva 2020 2 Letter from Management About This Report Letter from Management About ENEVA Fighting Covid-19 Intellectual & Organizational Capital Manufactured Capital Human Capital Social & Relationship Capital Natural Capital Financial Capital Appendices GRI Content Index SASB Content Index Credits & Corporate Information#1102 LETTER FROM MANAGEMENT [GRI 102-14] JERSON KELMAN CHAIRMAN, ENEVA S.A. 2020 was anything but a normal year. The pandemic had devastating consequences: more than four million people have died worldwide and several hundred million have lost their jobs. The virus has turned the reality of countless companies, employees and their families upside down. At the same time, the pandemic is yet another wake up call for help on improved sustainable development strategies. In addition to the health risks and the fight against hunger and inequality, the major implications of climate change have been given increased priority in the global agenda. Experts agree that the recovery following the pandemic must take into account the ecological limits of the planet. Electricity generation sits at the heart of the transition to clean energy, and therefore is a fundamental element when it comes to addressing climate change, limiting global warming and addressing stakeholders with increased demands for higher ESG standards. Despite the growth and increasing cost competitiveness of renewables, decarbonization still is a multiyear and multi-solution process proceeding at different rates around the world. We still need to develop major technology breakthroughs that will allow us to supply the power grid with clean energy even during windless days, cloudy weather, and nighttime. Potentially, for instance, our path to net-zero carbon electricity generation will also encompass carbon capture and storage (CCS), which separates and permanently stores CO2 pollution from an energy plant's exhaust to keep it out of the atmosphere, and further development of blue and green hydrogen solutions which reduces emissions. Investing in innovation is crucial for reaching decarbonization. Our view is that addressing greenhouse gas emissions by itself won't be enough, especially in the poverty-stricken regions where we operate. We must play a bigger role. Perhaps one of the greatest challenges ahead of us is how to balance the need to eliminate carbon emissions with socio-economic advancement. Recent studies in economics, political sciences and epidemiology clearly demonstrate the interdependence between reducing economic inequality and other SDGs. The destruction of the environment, generally thought as a harm handed down by one generation to the next, also exacerbates social inequalities within generations. A degraded environment therefore has the effect of further widening preexisting imbalances. Especially in developing countries, the relationship between environmental and economic inequalities resembles a vicious circle. The injustice of environmental inequalities mechanically reinforces the injustice of socio-economic inequalities: for example, deteriorating health due to pollution makes the situation of the most impoverished still more precarious and, as a consequence, worsens their position in relation to the rest of society. Preserving the environment while finding solutions that reduce inequalities such as nature-based solutions can have systemic impact at scale. ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 11#1202 LETTER FROM MANAGEMENT [GRI 102-14] THE POWER OF EQUALITY PEDRO ZINNER CEO, ENEVA S.A. For Eneva, 2020 was clearly a booster for our sustainability strategy. We have been reflecting on our wider purpose, investing in multiple ESG initiatives and have provided increased visibility on the topic through our sustainability report, issued in September 2020. We take the matter seriously and will commit ourselves to specific KPI's and targets once we have done a thorough assessment on the key metrics that are directly linked to our strategy. You will see that we have done our homework on assessing where we stand on the Sustainable Development Goals (SDGs) of the United Nations and heading into the right direction to set ambitious ESG targets by the end of 2021. This report will demonstrate just how far we've come in this respect. To be honest, there is still a lot to be done, however, we are very proud of the progress we've made in such a historically challenging year, be it by expanding our people basis, double down on our social projects, holding up to the highest compliance standards, and executing our operations with rigorous monitoring of our environmental footprint. In the implementation of our sustainability strategy, we are focusing on transparency and continuity. We say what we do, and we do what we say. Above all, however, we regard sustainability not as an additional activity, but rather as a core element of our strategic and normative alignment. We promote an entrepreneurial culture and thus invest in tomorrow's innovative business models. That has always been the secret of Eneva's success, and it is also the key to transitioning to a sustainable economy. All actors in society will need to collaborate and do their part in achieving a more sustainable world. Eneva is doing its part by operating its businesses responsibly, taking care of our people/employees, improving our processes and footprint, and providing the energy needed for sustaining the economy. And we have to do more! And more is to come... JERSON KELMAN ENEVA S.A. CHAIRMAN PEDRO ZINNER ENEVA S.A. CEO ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED CAPITAL HUMAN CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 12#13RS20 ENEVA Sustainability Report Eneva 2020 About This Report Letter from Management About ENEVA 3 About ENEVA A new energy to Business Model ENEVA's Way of Being Key Indicators Stakeholder Engagement Fighting Covid-19 Intellectual & Organizational Capital Manufactured Capital Human Capital Social & Relationship Capital Natural Capital Financial Capital Appendices GRI Content Index SASB Content Index Credits & Corporate Information change Brazil A new energy to change Brazil https://youtu.be/eCQ3eXcuvak#14LINO CANÇADO CHIEF OPERATIONS OFFICER ENEVA " We are a verticalized company focused on hydrocarbon exploration & production and power generation from our natural gas fields. Eneva's natural gas reserves and thermal power plants make the Brazilian electricity system reliable, using the cleanest of fossil fuels. The availability and flexibility of our plants play a key role in the energy transition, balancing the intermittency and seasonality of renewable sources. In the most remote regions of the country, Eneva's projects are replacing the consumption of imported fuel oils and diesel with domestic LNG, fostering regional development and contributing to the reduction of greenhouse gas emissions.#1503 ABOUT ENEVA A new energy to change Brazil Eneva S.A. is a company listed on the Novo Mercado segment of Brazil's stock exchange B3 - Brasil, Bolsa e Balcão, which has the highest standard of corporate governance. We are an integrated energy company with complementary businesses in electricity generation and hydrocarbon exploration & production within Brazil. Our business model is based on Reservoir-to-Wire (R2W), with full integration from natural gas exploration through sale of generated energy. Our operation across the value chain provides us with a growth platform to capture a comprehensive variety of opportunities in strategic segments of the energy industry. Natural gas should play a key role in the transition to an even cleaner energy matrix in Brazil. Aside from offering a more competitive cost to end consumers, natural gas has the lowest Greenhouse Gas (GHG) emissions when compared to other fossil fuels. In this sense, we promote and leverage Brazil's energy transition through natural gas exploration and production in onshore basins, making it possible to increase the country's gas-fired thermal power generation capacity, meeting the growing Brazilian need for cleaner and more efficient sources of thermal energy. [GRI 102-1 102-2 | 102-6] ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 15#16OUR GOAL IS TO GROW SUSTAINABLY, ACCELERATING OUR ROLE IN THE ENERGY TRANSITION AND CONSOLIDATING OURSELVES AS A SMART SOLUTIONS PROVIDER. [GRI 102-2 | 102-4 | 102-6 | 102-46] INTELLECTUAL & SOCIAL & ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL NATURAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 16#17At the end of 2020, our businesses were focusing on: ENERGY GENERATION EXPLORATION & PRODUCTION TRADING We generate safe and competitive energy for the Brazilian electrical system through a thermoelectric generation park with 2.8 GW of installed capacity (78% operational). By the end of 2020, our portfolio was made up of nine thermoelectric power plants, three of which were under construction. The Parnaíba Complex, located in Maranhão, includes the Parnaíba I, Parnaíba II, Parnaíba III, and Parnaíba IV plants, as well as two projects under development, Parnaíba V and Parnaíba VI; also in Maranhão was Itaqui Plant, and in Ceará we had the Pecém II plant, both coal-fired. We are also responsible for the Tauá Plant, located in Ceará. New projects that will contribute to the supply of safe and competitive energy to the country include the Azulão-Jaguatirica II Integrated Project, with the construction of the Jaguatirica Il plant. We had ten natural gas fields at the end of 2020, five of which in production - Gavião Real, Gavião Vermelho, Gavião Branco, Gavião Caboclo and Gavião Azul, all in the Parnaíba Basin - and five in development - Gavião Preto, Gavião Branco Norte, Gavião Tesoura and Gavião Carijó, in the Parnaíba Basin, and Azulão, in the Amazonas Basin. We also own exploratory blocks acquired in the 13th and 14th Bidding Rounds of the National Agency for Petroleum, Natural Gas and Biofuels (ANP), in the exploratory drilling and seismic phases, respectively, as well as blocks acquired in the 1st cycle of the ANP's Open Acreage in 2019. In December 2020, we also acquired seven exploratory blocks in the onshore basins of Amazonas and Paraná, in addition to the Juruá field, in the Solimões Basin, in the 2nd cycle of ANP's Open Acreage. Through Eneva Trading, we also operate in the Energy and Natural Gas Free Market with a robust business platform and solutions developed in accordance with the demands and specificities of different customers. SUSTAINABILITY REPORT ENEVA 2020 ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 17 13.5#18Main Assets Full integration from natural gas exploration through electricity trading. Azulão-Jaguatirica Integrated Project ← Upstream (Amazonas Basin) + Gas Generation Juruá Field RR AM MA Upstream (Solimões Basin) 1 Field with gas potential to be developed Exploration Upstream (Paraná Basin) 1 'Assets acquired in the 2nd Round of ANP's Open Acreage in December 2020, still pending the signature of the concession agreement with ANP, scheduled to be signed by June 30, 2021, according to the ANP schedule. MS GO CE Share of Total Installed Capacity by Source¹ Natural Gas (74% Coal (26%) Parnaíba Complex Upstream (Parnaíba Basin) + Gas Generation Pecém II Coal Generation Itaqui Coal Generation ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 18#193.1 BUSINESS MODEL Competitive Advantage: Full integration of E&P to Utilities Natural Gas Exploration Field Development Planning Plant Project Monetization Project Implementation Natural Gas Production Plant Operation We maintain an innovative business model known as Reservoir-to-Wire (R2W), through which we transform onshore natural gas assets into electric power in a fully integrated manner. The model, a pioneering adoption in the Parnaíba Complex, allows the trading of electric energy with more attractive costs for the Brazilian electric system, due to the proximity of thermal power plants to the producing wells. Shipment to the National Interconnected System (SIN) also happens through the transmission network near the thermal power plants. This way, we efficiently and competitively meet Brazil's growing need for new, cleaner sources of thermal energy. Drilling and Well Engineering CO Geology and geophysics Reservoir Engineering Plant Engineering Market Intelligence and Auction Strategy Project Management Production O&M Plant O&M Facilities Engineering Supplies/EPC Contracts Power and Gas Sale Plant Construction Gas and LNG Treatment Sustaining Regulatory & Institutional Relations Construction of Surface Facilities Reservoir Engineering Interface with Network Operator Financing Reserve Management Growth platform to capture a broad variety of opportunities in strategic areas ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 19#203.2 ENEVA'S WAY OF BEING [GRI 102-16] MISSION STATEMENT a reliable, competitive, and accountable pioneer in new energy frontiers. 2023 VISION To reach 4.7 GW contracted generation capacity and become the most admired Brazilian Company for innovation, performance, and people BEHAVIORS >> We have the courage to take responsible risks. >> We are welcoming, constructive, and resilient. >> We pursue the highest performance standards. >> We rely on each other. >> We celebrate and acknowledge success. PARE + 152 PRO30 FORD NON SO AM HUMA An M ABOUT LETTER FROM ABOUT FIGHTING INTELLECTUAL & ORGANIZATIONAL SOCIAL & THIS REPORT MANAGEMENT ENEVA COVID-19 MANUFACTURED CAPITAL HUMAN CAPITAL NATURAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 20#21PDF 3.3 Indicators KEY INDICATORS [GRI 102-7] 2018 2019 2020 Number of employees 1,591 3,298 7,047 employees and contractors Concession area for hydrocarbon exploration and production 51,811 38,526 47,832 km² Number of generation plants in operation Quantity 6 6 6 Total installed capacity 2,540 2,773 2,773 MW Net Operating Revenue R$ million Net Income R$ million EBITDA R$ million Direct emissions - energy generation Injury Frequency Rate tCO₂e POMARANHÃO 20 ANOS INDO ALEM (Number of injuries x 1,000,000)/man-hour exposed to the risk) Total investment in Innovation, Research and Development R$ million 3,301 3.137 3.243 886 600 1,008 1,460 1,494 1,617 5,451,270 5,414,834 4,550,805 3.33 1.99 2.62 8.0 7.2 16.7 Note: Does not include the portfolio of assets acquired in the 2nd Round of the ANP Open Acreage, held in December 2020, since the signature of the concession contracts only occurred in June 2021. The concession area for hydrocarbon exploration and production, including these assets, totals 66,938 km². ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT SASB INDEX CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 21#223.4 STAKEHOLDERS ENGAGEMENT [GRI 102-12 | 102-13 | 102-40 | 102-43] We maintain a series of actions to engage our stakeholders and communicate the progress of our performance and strategy. Overall, our main stakeholders are: Employees and contractors Local and traditional communities Financial institutions, investors, and the Securities and Exchange Commission Regulatory agencies Aneel, federal, state & local governments Environmental agencies Brazilian Institute of Environment and Renewable Natural Resources - Ibama; Ministry of Environment - MMA; and other state agencies Suppliers Clients Associations and NGOs Academic institutions Society 10 e EXCE VEM END EMP ENDE EMP EMPRE NOEDO GRI CONTENT INDEX See GRI Appendices for the frequency and approach of stakeholder engagement. ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED CAPITAL HUMAN NATURAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 22#23RS20 ENEVA Sustainability Report Eneva 2020 Fighting Covid-19 About This Report Letter from Management About ENEVA Fighting Covid-19 Actions For Employees & Contractors Contributions To Society Intellectual & Organizational Capital Manufactured Capital Human Capital Social & Relationship Capital Natural Capital Financial Capital Appendices GRI Content Index SASB Content Index Credits & Corporate Information#24Since the first reports regarding the proliferation of Covid-19 were released by public authorities, we have closely monitored and adhered to all recommendations and protocols, focusing on the safety of our own and third-party personnel, as well as the communities in the vicinity of our operations. Additionally, aware of our role in the locations where we operate, we donated hygiene, health, and personal protection materials. To monitor and examine the situation and the measures taken with a focus on the health and integrity of employees, contractors and communities, we also set up a Crisis Committee, which met periodically. We have also kept in frequent contact with the public authorities to inform them about the strict protocols enacted, in order to guarantee the continuity of operations and the implementation schedule for the new assets. These procedures are essential for the functioning of core activities and the national socioeconomic development. WAKE UP RUN eneva B IN 2020, WE INVESTED OVER R$23 MILLION IN ACTIONS TO FIGHT COVID-19. To maintain integrity in the destination of donated resources, we have also created a Donation and Sponsorship Committee, composed of employees from various departments. ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 SUSTAINABILITY REPORT ENEVA 2020 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX <> PAGE 24#254.1 ACTIONS FOR EMPLOYEES & CONTRACTORS TO GUARANTEE THE SAFETY OF EMPLOYEES AND CONTRACTORS, ALL OF OUR UNITS WERE EQUIPPED WITH HEALTH SERVICES, WITH DOCTORS, NURSES, AND TRAINED PERSONNEL. We also quickly adopted preventive measures to help prevent the spread of the coronavirus, considering recommendations from official national and international health agencies, providing hand sanitizer and requiring temperature scans at the access gates to enter our facilities. Other actions included: ADAPTED WORK SCHEDULE IN OPERATIONAL DEPARTMENTS All employees in administrative roles began to work from home during the first months of the pandemic, returning voluntarily from the second half of the year, with shifts to maintain occupancy between 30% and 50% at the headquarters. The work shifts in the operational departments was altered and the teams were organized and sized to minimize commute. Service hours were extended, with intervals between work shifts. SUPPORT TO SUPPLIERS The adoption of shared management with labor suppliers, ensuring the availability of Personal Protective Equipment (PPE), such as masks, in all operations. CLINICAL MONITORING OF EMPLOYEES We have hired a specialized company to support and update the epidemiological and clinical monitoring of employees in quarantine or isolation MASS TESTING We adopted mass testing of employee and contractor teams every seven days. INFORMATIONAL CAMPAIGNS Informative campaigns regarding hygiene practices and specific care related to Covid-19 were widely disclosed and internal communication initiatives were expanded. An exclusive service channel for employees was also created. ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 25#26I KEED EMPLOYEE ENGAGEMENT We seek to engage our employees in our actions and, in 2020, we carried out pulse surveys on Covid-19 initiatives and prevention. The surveys had 241 respondents and included questions regarding communication about the company's operation during the pandemic; maintaining team spirit and communication with colleagues while working from home; satisfaction with the actions taken by the corporation; as well as the main concerns during the period, among others. THE RESULT WAS A NET PROMOTER SCORE (NPS) OF 86, WHICH DEMONSTRATES THAT WE ARE GOING IN THE RIGHT DIRECTION TO MITIGATE THE IMPACTS OF THE PANDEMIC ON OUR WORK ENVIRONMENT. FIELD HUMAN CAPITAL Health, Well-Being & Safety Find out more about our initiatives such as offering the mental health lecture and benefits through Zenklub. ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 26#274.2 CONTRIBUTIONS TO SOCIETY BASED ON THE UNDERSTANDING THAT COMPANIES NEED TO JOIN GOVERNMENTS AND CIVIL SOCIETY TO FIGHT THE ADVANCE OF THE COVID-19 PANDEMIC, WHILE ANCHORED IN OUR PURPOSE OF MAKING AN EFFECTIVE CONTRIBUTION TO OUR SURROUNDINGS, WE TOOK ACTION TO SUPPORT THE COMMUNITIES IN THE STATES WHERE WE OPERATE. To facilitate contact, we also established a free service channel (0800 730 1060) for questions, criticism, and suggestions. Main initiatives: BRAZIL Donation of R$400,000 to the Salvando Vidas [Saving Lives] project, launched by BNDES to double the cash value of contributions received up to the amount of R$50 million. The funds were invested in the purchase of materials and PPE for doctors, nurses, and other health professionals in public hospitals most in need, following criticality data established by the BNDES. AMAZONAS, CEARÁ, MARANHÃO, RIO DE JANEIRO AND RORAIMA Donation of 25 respirators for the treatment of severe symptoms of the respiratory syndrome caused by Covid-19. Donation of 70 tons of food through 9,900 food baskets to 67 communities. MARANHÃO Donation of R$1.1 million or the installation of 40 beds, 35 of them for infirmary and five for Intensive Care Units (ICU), as well as an outpatient clinic for compliance with the medication protocol for treatment of coronavirus for the Field Hospital in the city of Pedreiras. Donation of 239 gas storage cylinders. AMAZONAS Donation, to the municipal health systems of Silves and Itapiranga, in Amazonas, of inputs for the treatment of Covid-19 3,800 medications and 400 rapid tests, in addition to 1,400 hospital masks, 700 hospital cleaning kits, 200 caps, and 200 lancets. Donation of four hospital beds to the municipality of Itapiranga. CEARÁ Sponsorship of an epidemiological survey of Covid-19 seroprevalence in the city of Iguatu. AMAZONAS, CEARÁ, MARANHÃO AND RORAIMA Donation of 7,100 hygiene kits and 90,000 masks to local communities, including soap, masks, bleach and hand sanitizer. AMAZONAS AND MARANHÃO We promote income generation through the "Costurando para o Bem" [Sewing for Good] project hiring local seamstresses from Itapiranga, in Amazonas. We provided all the raw material for the production of 2,700 masks and 300 vests for health professionals, employees, and communities in the states of Maranhão and Amazonas. We invested a total of R$390,000 in this project. ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 27#28Negócio responsável negócio sustentável OXYGEN PLANTS' IN 2021, AS THE COVID-19 PANDEMIC CONTINUES, WE PARTNERED WITH BNDES TO PROMOTE THE INSTALLATION OF THE FIRST OXYGEN PLANT IN A HOSPITAL IN THE STATE OF RORAIMA. The joint donation totaled R$1.6 million, and the acquired equipment is capable of supplying the need for up to 30 ICU beds for Covid-19 from a production capacity of 30 cubic meters per hour. The total amount donated by us and the BNDES also includes oxygen cylinders. In addition, if necessary, the plant can supply oxygen to other hospitals in Roraima's state network. Also in 2021, we donated R$ 100 thousand to the UniãoBR initiative, which initially had the commitment to deliver five oxygen plants to serve the interior of the state of Amazonas from the sum of donations from participating companies. Created in March 2020, UniãoBR receives requests from state health departments and seeks to mobilize companies to raise funds for the acquisition of equipment. 1 Fact subsequent to the period covered by this report ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEV PAGE 28#29ATRASADO Commultona AV. Love do de EXPERIEN C# (5/6) RS20 ENEVA Sustainability Report Eneva 2020 About This Report Letter from Management About ENEVA Fighting Covid-19 Intellectual & Organizational Capital Strategic Management Innovation Strategy Corporate Governance Risk Management Manufactured Capital Human Capital Social & Relationship Capital Natural Capital Financial Capital Appendices GRI Content Index SASB Content Index Credits & Corporate Information 5 Intellectual & Organizational Capital TAC SR ATRAÇAG CA A Doward 4/6/d 32IDERANCA ESCOLA DE FORMAÇÃO PATRIA INTEGRAÇÃO Novos ENEVA URUCU CAMILA F07 SE14 T PRICE DIPPING NO PLANEJA RE HENT INDERLO COUSATO 4A 245 Ulaa Prisout () ECAUS 34375 8 A D des Deng VOLLEY ALE woner BOAS DAS OSAS FANS BROUG Pere sunt G FICK Co TIME PROJETOS PIC (INTEZAAR, ENGAJA RAGILE NATHA مقدم وان 3D Conors ices EM ANDAMENTO LINKEDI PATOLLARD Module Qualing Format p Time Patio Brouch of escution Garment FRE Tervues ADS HOMES TIMES Prof SM F ILP DELARES TRABALHISTAS chiede / CARGOS & SALÁRIOS PELIPE INFRA SEDE / E MANAUS FRANCY POUTICA THAF Deligh teta#30THIAGO FREITAS LEGAL, GOVERNANCE AND COMPLIANCE AND INTERNAL CONTROLS OFFICER ENEVA " We believe that a sustainable society is built on respect and integrity. Therefore, the management of our business is based on conscious decisions towards efficient solutions, prioritizing ethics and the observance of good practices in our relationship with stakeholders.#315.1 STRATEGIC MANAGEMENT We act to make the energy transition feasible and ensure the growth of Brazil and of our business in a sustainable and long-lasting manner, promoting value creation in all links of our production chain. In this regard, we have maintained a long-term strategy and challenged ourselves, in 2018, to reach a contracted thermal power generation capacity of 4.7 GW in up to 5 years (by the end of 2023). This target would be reached through the development of thermal power greenfield projects powered by gas or renewable sources, or through assets acquired in mergers and acquisitions. It also considers partnerships with global E&P companies to develop and build thermal power plants powered by natural gas. Already in line with ESG principles, we have also committed to halt any further investments in new coal-fired generation assets. As part of our strategy, in 2019 we restructured our trading business for the qualified and competitive supply of natural gas in customized and integrated solutions of thermal and industrial power generation for consumers who can choose their own supplier. Starting in 2021, we will offer solutions that combine electricity, natural gas, and their liquids in customized products and services. To do so, we mapped out business opportunities and engaged major clients throughout the country, but mainly in the North and Northeast regions, where we already have operations and where the mining, metallurgy, steel, cement, and pulp & paper industries have stood out. With this strategy, we will use our logistical advantage to provide democratic gas supply to regions with less access to it, offering more competitiveness to our future client processes and making natural gas viable as a complementary solution for cleaner energy generation, replacing liquid fuels such as diesel and fuel oil. To achieve this goal, our sustainable development strategy is based on a framework of solid pillars: PEOPLE Our main asset, which is key for us to achieve the goal of becoming the Brazilian Company most admired for its innovation, performance, and people. We have a team of professionals with complementary expertise, qualified to act in the entire value chain, from hydrocarbon exploration to planning and development of fields for natural gas production and design of a competitive strategy for energy trading, and the implementation and operation of power generation plants. eDUC AÇÃO SUST eneva ENTA VEL ENVIRONMENTAL, SOCIAL & GOVERNANCE The key criteria for the achievement of the strategic goals of enabling a clean and stable energy matrix. Conservation of biodiversity and natural resources; preparation for the energy of the future; maintenance of high ethical and governance standards; and development of employees and local communities. FINANCIAL DISCIPLINE ool We raised R$6.8 billion by issuing new debt in 2019/2020, including R$4.0 billion for optimizing existing debt. Strong liability management reflected in the consistent improvement of the debt profile, with the lengthening of maturities and cost reduction. We ended 2020 with leverage (net debt/EBITDA) of 3.3x and an average debt term of 6.0 years. ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 SUSTAINABILITY REPORT [ENEVA 2020] INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED CAPITAL HUMAN NATURAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 31#32The update cycle for our strategic plan has a multidisciplinary analytical scope, considering internal projections and external sources of sectorial relevance, including information from Empresa de Pesquisa Energética (EPE) provided in the Ten-Year Expansion Plan, also updated annually. According to the latest document, with a 2030 vision, following a sharp drop in 2020 the economy and energy demand should start to recover as early as 2021, while maintaining an average increase of 2.9% and 3.0% per year, respectively, considering the reference scenario (2030). In this context, over the next ten years, the EPE foresees the need for investment in the energy sector of around R$2.7 trillion, of which R$2.3 trillion should be attributed to oil, natural gas, and biofuels, and R$365 billion would go towards to centralized generation, distributed generation, and transmission of electric energy. These outlooks already consider the New Gas Market and the Modernization of the Electricity Sector scenarios and indicate that natural gas plays a key role in maintaining a renewable generation matrix, as it is the main fossil fuel to enable the expansion of clean energy generation in Brazil. This is because wind and solar generation are intermittent, that is, dependent on wind and sunlight, and therefore not dispatchable. Thus, natural gas has great relevance for the security of supply of the Brazilian energy system, acting as a safe input to be used in periods when renewable generation is unable to meet the demand for electricity. ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 SUSTAINABILITY REPORT [ENEVA 2020] INTELLECTUAL & ORGANIZATIONAL CAPITAL Ten-Year Expansion Plan, 2030 Empresa de Pesquisa Energética (EPE) https://www.epe.gov.br SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 32#33OPERATION STRATEGY IN THE AMAZON [EM-EP-160A.1] Anchored in our purpose of leaving a legacy of sustainability in the direct and indirect localities surrounding our operations, in 2020 we initiated analysis to better guide our strategy for operating in the Amazon. Our goal is to promote economic growth while providing incentives for conservation. We believe that the legacy of our operation depends on the development of new vocations that enable the reduction of inequalities and the perpetuity of social welfare in balance with the environment. The definition of our strategy considered, among others, studies led by Project Amazon 2030, a comprehensive diagnosis of the labor market in the Legal Amazon, and an analysis of activities that can drive regenerative, low-carbon economic development in the region. The studies revealed the existence of a relatively younger labor force than in the rest of Brazil, but with significantly lower rates of occupation and participation in the labor market, especially among people between 18 and 29 years old; and informality and dependence on income transfer programs. In this context, creating opportunities for insertion into the labor market in activities that are compatible with the forest represents a key element for reconciling forest preservation with economic growth, with greater generation of employment and income, and reduction of inequalities. The studies also indicated that the Amazon is already home to enterprises that produce products compatible with the forest in a competitive and efficient way, with an international market that moves more than US$170 billion per year, in which the region has a negligible participation. Our successful experience in the HortCanaã Agricultural Hub exemplifies that it is possible to achieve socioeconomic development while preserving the environment. The Amazon is one of the world's richest biomes, with great economic vocation for forestry. We will seek to strengthen this vocation through bioeconomy, with innovation in processes and/or products in production chains that use renewable biological resources, creating market opportunities for small businesses and encouraging forest conservation. Our proposal is to implement Agroforestry Systems, building on existing activities with already established markets. To this end, we will seek to establish partnerships to enhance and disseminate existing capabilities through access to knowledge about products and production techniques; support for entering local and global value chains, access to incentivized resources, market intelligence, and trade promotion campaigns; and promotion of an innovation agenda, with development of pilot projects that combine advanced technologies, practical training, and prototyping to strengthen entrepreneurship based on the bioeconomy. Project Amazon 2030 amazonia2030.org.br HortCanaã Agricultural Hub ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 SUSTAINABILITY REPORT [ENEVA 2020] INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 33#345.2 INNOVATION STRATEGY Therefore, our innovation strategy follows three main blocks called Today, Amanhã e Always. We maintain a structured innovation agenda, revised annually to support and enable our strategic planning. To this end, the innovation strategy covers the most relevant topics expected to shape the electricity and natural gas sectors. In this regard, we consider key trends and revisions at the governmental and sectoral levels in order to contribute to the transition of the natural gas and energy markets. ENERGY SECTOR In the 2020, the main trends observed included electrification of the transportation matrix and process digitalization, considering energy, battery, and green hydrogen storage technologies. NATURAL GAS SEGMENT There are potential options for automating exploration processes and creating new ways to use this input that directly impact our business. TODAY Focuses particularly on the operational efficiency of the business, seeking effective improvements of processes and activities innovate today TOMORROW Invites us to continuously reflect on the transformations in our industries of operation that can impact our business model Ensure our perpetuity ALWAYS Addresses our commitment to ESG in order to maintain our operating license. Creation of sustainable value. INTERSECTION OF THE TWO INDUSTRIES We operate in, the main trends consider lower GHG emissions in the processes; carbon capture and storage; and the creation of solutions for new forms of energy and natural gas monetization. All of this is observed from a strategic standpoint, in terms of the impacts on our business model, and of feasibility, considering the amount of time required for effective implementation. ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED CAPITAL HUMAN CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT [ENEVA 2020] PAGE 34#35INNOVATION PILLARS AUTOMATION OF THE EXPLORATION AND HYDROCARBON PROCESS Initiatives that enable more efficiency in exploration activities through increased automation in back-office processes (use of analytics for seismic data processing, rock mapping and reservoir interpretation) and operational processes (use of asset and information management tools). SOLUTIONS FOR GAS AND ENERGY TRADING 02 Energy and gas monetization alternatives to serve systems and potential customers (such as trading and micro-LNG). STORAGE AND HYDROGEN Batteries will impact the industry, but still have high costs for utility scale; hydrogen may prove disruptive from a long-term generation input standpoint. 03 EMISSION REDUCTION AND CARBON CAPTURE iin In line with ESG principles, it seeks to reduce the emission of CO2 and methane in its operations. 04 01 ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL FINANCIAL CAPITAL CAPITAL RELATIONSHIP CAPITAL APPENDICES CAPITAL CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT [ENEVA 2020] PAGE 35#36L Team P SUSTAINABILITY REPORT [ENEVA 2020] PLAN THT 5.2.1 Innovation Drivers In this sense, our projects are divided into the following fronts: To be an innovational pioneer within the Brazilian energy market, we utilize a portfolio of projects with balanced risk, based on two innovation models: Sustaining Which aims to identify and/or develop technologies to sustain and/or improve the efficiency and profitability of our assets and whose selection criteria include expected return and ease of implementation Disruptive Which seeks to identify and monitor technological and market trends within our industries of operation and in which we consider strategic alignment, market potential, and competitive landscape. Eneva Ventures We seek to access high quality human capital to create value in different ways, acting in New Businesses, Investments, and the Startup Acceleration Program. Eneva Ventures' main interests include technologies that improve the efficiency and effectiveness of our assets (cost reduction, big data and machine learning); and the creation of new business models and penetration in new markets (Distributed Generation, new matrices, free market, electric mobility). In 2020, we completed Eneva Ventures' first investment cycle and held Innovation Day, with the participation of startups, to develop innovative solutions for our industry and our business. In 2021, in partnership with GV Angels, Eneva Ventures made the first investment of R$515,000 in the startup Sunne Energias Renováveis, to support the commercial management of Distributed Generation (DG) plants, including billing and customer service. R&D of Aneel We support innovation initiatives through the Research & Development (R&D) program of the Brazilian Electricity Regulatory Agency (ANEEL). Companies in the electricity industry have a regulatory obligation to invest 1% of their Net Operating Revenue (NOR) into the agency's R&D projects every year (learn more in the next topic). R&D of ANP We also support R&D projects through the National Agency for Petroleum, Natural Gas and Biofuels (ANP). The ANP R&D aims to encourage solutions for products and/or processes in partnership with Brazilian companies, seeking to improve competitiveness and creating technological innovations for the oil and gas industry. GV Angels www.gvangels.com.br Sunne Energias Renováveis www.sunne.com.br R&D of Aneel www.aneel.gov.br/ programa-de-p-d R&D of ANP www.gov.br/anp/pt-br/ assuntos/pesquisa- desenvolvimento-e- inovacao ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL FINANCIAL APPENDICES CAPITAL CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX PAGE 36#375.2.2 R&D Projects [EU8] By 2020, our portfolio of regulated R&D projects included initiatives for the sustainable development of our business and sectors, considering market trends and demands and our innovation plans. The highlights were: 5.2.2.1 Innovative Services Related to Sustainability CO₂ Capture Aims at developing a pilot plant to capture CO, from post-combustion of coal or natural gas. Therefore, it encompasses pilot plant tests for CO₂ capture; process simulation for scale-up; and zeolites synthesis using coal combustion waste. Application of ashes It aims to use civil construction materials made from coal ash in road paving, and considers the construction of a stretch of road paved with the application of materials derived from coal ash. The project is carried out in partnership with EDP Brasil and is the continuation of a study with the participation of Universidade Federal do Ceará, under which inputs were developed from waste, with technical and economic feasibility, reducing environmental impacts. Electric Mobility It aims to identify business models related to electric mobility and develop a digital platform that connects consumers, entrepreneurs, and generators/distributors. It includes the development of a digital platform for transactions between electric vehicle users and electricity generators/ distributors, created based on the identification of winning business models and the feasibility assessment of recharge transaction technologies. Expected total amount: R$ 4,815,064 Amount allocated from 2018 to 2020: R$ 3,888,864 (R$ 70,440 in 2020) Expected total amount: R$ 1,679,261 Amount allocated from 2018 to 2020: R$ 1,679,261 (R$ 180,273 in 2020) Expected total amount: R$ 10,624,440 Amount allocated in 2020: R$ 6,227,452 ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SUSTAINABILITY REPORT [ENEVA 2020] SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX PAGE 37#385.2.2 R&D Projects [EU8] Celso 5.2.2.2 Analytical Solutions Forward Curve It aims to develop a front-end tool for probabilistic forecasting of electricity forward contract prices through the creation of software based on statistical models, which consider both the current Brazilian market scenario and also future changes involving hourly prices. It also takes into account the trading of new financial products and uses an international benchmark analysis of energy market structures. Broker Back-office It encompasses the development of an integrated platform for energy contract trading and back-office management. The project will create an electronic environment for bilateral contracting with potential reduction of back-office and financial risks through the Organized OTC Market. This initiative increases trust between the negotiating parties and reduces the informality of contracts and default in execution, creating a safer environment for the growth of the free market, already underway through PLS 232/2016. Coal Belts It aims to develop an inspection system with image analysis software based on machine learning that identifies overlap in coal-fired power plant conveyor belts, focusing on failure prediction and increasing their service life. Thus, the project intends to create a digital platform that integrates the capture of thermal images by drone with processing via machine learning algorithm, in order to automatically generate reports that facilitate maintenance routines and prevent financial losses by demurrage. | Machine Learning 2.0 To improve methodologies and tools for characterizing regions with potential gas accumulation for the Parnaíba Thermal Power Complex within the ALINE (Automated Learning Intelligence for Exploration) computer system. The project aims to improve efficiency in the interpretation of seismic data and reduce exploration costs for natural gas reservoirs. The initiative is a continuation of the ANP R&D project "Detection of gas accumulation signatures in seismic traces using deep- learning", in which the alpha version of the ALINE system was developed, using post-stack seismic image processing methodology and machine learning algorithms to more accurately identify regions with potential gas accumulation. Expected total amount: R$ 2,072,740 Amount allocated until 2020: R$ 1,656,397 (R$ 1,380,607 in 2020) Expected total amount: R$ 2,829,190 Amount allocated in 2020: R$ 1,243,786 Expected total amount: R$ 2,796,098 Amount allocated in 2020: R$ 2,214,809 Expected total amount: R$ 1,817,491 Amount allocated in 2020: R$ 181,474 ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT [ENEVA 2020] PAGE 38#395.2.2 R&D Projects [EU8] 5.2.2.3 Energy Efficiency Ma Mamos NO " T G Zonas de gás Rights of Way Develop an integrated system with drone, cameras, and station (hardware) using artificial intelligence software for inspection and identification of anomalies in the right-of-way of thermal power plant gas pipelines. The project aims to replace the manual procedure of right-of-way inspection, which brings significant challenges of logistics, availability/ allocation of resources, and time. In order to increase the efficiency of this process, the project proposes to develop an integrated hardware and software system that includes: RGB camera, thermal camera, and other sensors, coupled to a multi-rotor drone and a field control station (hardware), as well as an image processing algorithm based on neural networks for automating the identification of assets and possible anomalies. 5.2.2.4 Development of New Business Models Roraima's NG Market Analyze the effective conditions for the development of the natural gas market in the State of Roraima, using as a starting point the results of the Supply Auction to Boa Vista and Localities, held on May 31, 2019, and the anchor project of the Jaguatirica II thermal power plant. 5.2.2.5 Gas Exploration & Production Technologies Machine Learning It aims to obtain a tool capable of generating indicators of gas accumulation zones using machine learning algorithms from 2D ground seismic data. 12 9 " P * ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 SUSTAINABILITY REPORT [ENEVA 2020] Expected total amount: R$ 3,642,750 Amount allocated in 2020: R$ 1,435,129 Expected total amount: R$ 398,789 Amount allocated until 2020: R$ 398,789 (R$ 199,394 in 2020) Expected total amount: R$ 1,356,305 Amount allocated until 2020: R$ 1,356,305 (R$ 630,209 in 2020) INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 39#405.3 CORPORATE GOVERNANCE [GRI 102-18] We are a corporation with pulverized capital, no defined control, and a single class of shares. At the end of 2020, our capital stock consisted of 1,263,343,840 common shares, which reflects the share split at the ratio of one common share to four common shares, as announced in the Notice to Shareholders published on March 11, 2021, traded on B3's Novo Mercado segment under the code ENEV3. We are part of the IBRX100 index and, since 2020, the Ibovespa index, the main performance indicator for shares traded on B3, which brings together the most important companies in the Brazilian capital market [GRI 102-5] Capital stock for more updated data, visit our Investor Relations website https://bit.ly/2Vgtikr Our governance structure includes the Board of Directors (BD), the Board of Executive Officers, and advisory committees to the BD, which constantly pursue the improvement of practices adopted and the balance of the rights of shareholders and other stakeholders. Accordingly, the members of these bodies are appointed based on issues of technical qualification and experience, legal and reputational aspects, in line with the criteria of the Nomination Policy, based on the corporate governance guidelines of our Bylaws, on the Internal Rules of the Board of Directors, on the Brazilian Corporations Law, and on B3's Novo Mercado Regulations. BD members can be nominated by the management or by any shareholder, and are elected or removed by the Annual Shareholders' Meeting. The Board of Directors appoints its own chairman and vice chairman, as well as the members of its advisory committees, which are composed of a majority of Board members and, when appropriate, invited outside experts. Nominations for reelection of Board members, on the other hand, must take into consideration their good performance during the period, their experience, attendance at meetings during the previous term, as well as the evaluation of the benefit of their replacement, with a view to renewing the body, expected to be composed of professionals with experience in various fields. Furthermore, candidates for membership on committees and the Board of Executive Officers have their qualifications assessed by the Human Resources Committee before any approval by the Board of Directors. [GRI 102-24] Bylaws https://bit.ly/3i70q5i ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT [ENEVA 2020] PAGE 40#41Board of Directors (BD) [GRI 102-19 | 102-23] Top collegiate body, responsible for guiding, controlling, and inspecting our business and performance, as well as for approving all policies, defining the strategy and guidelines for action on economic, social, and environmental issues, which must be followed by the Board of Executive Officers. The directors meet at least six times a year, and whenever necessary in extraordinary situations - in 2020, there were 27 meetings, especially to monitor the initiatives to fight Covid-19 and its possible effects on operating performance and cash management. Our Bylaws determine a minimum of two or 20% (whichever is greater) of independent members, as determined by the Novo Mercado Regulation, but in 2020 our Board of Directors was composed of seven members, six independent and one woman - none with executive roles and all with a unified one-year term of office, with the possibility of reelection Board of Executive Officers Responsible for the execution of the business strategy established by the Board of Directors, for developing plans and projects, and for operational and financial performance, our Board of Executive Officers is composed of members with proven academic and practical training acquired in courses and in the exercise of activities compatible with the delegated attributions. It is composed of at least three and at most seven members, shareholders or not - in 2020, there were four statutory directors and two executive directors, withunified three-year terms and the possibility of reelection. Advisory Committees To support the decision-making processes of our Board of Directors, we have the following advisory committees in place: Statutory Audit Committee, Finance Committee, and Human Resources Committee. Our BD has the freedom to create specialized committees, on a permanent or temporary basis, to develop and enhance the knowledge of its members on economic, environmental, and social topics. The committees function simultaneously with the Board of Directors, with no decision-making powers. Statutory Audit Committee Created in 2018, it is composed of members with extensive experience in accounting, risk, internal controls and Compliance issues. It plays an important role in our governance, ensuring the balance, transparency, and integrity of the financial information. Finance Committee 100 With a mission and a strategic plan based on a large portfolio of opportunities, the BD relies on the assistance of the Finance Committee so that the decision making on financial operations and other matters of this nature is based on the best and most efficient way possible. Human Resources WWW Committee Its attribution is to assist the Board in aspects related to corporate issues, such as compensation and benefits, setting annual goals, retention plans, professional development and succession, among others. The composition and qualifications of the members of the corporate governance bodies are available on our Investor Relations website. https://bit.ly/3fa4uBs [GRI 102-22] ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL FINANCIAL CAPITAL CAPITAL RELATIONSHIP CAPITAL APPENDICES CAPITAL CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT [ENEVA 2020] PAGE 41#42Evaluation & Improvement [GRI 102-27 | 102-28] Pursuing constant improvement, we evaluate our Board of Directors and its committees, taking into consideration aspects such as composition; structure and organization; Board dynamics; communication and information flow with the CEO and the Board, among others. In 2020, the analysis was promoted considering the bodies as collegiate and attesting to a good joint result of the BD members in the performance of their attributions, with balance in deliberations and in strategic themes, such as ESG and sustainability, and operational results, as well as specific points for improvement, such as the strengthening of the Audit Committee, which went from five members to six in 2021. Besides the external evaluation, a self-evaluation of the Audit Committee was carried out, in line with what is determined by its internal regulations and the IBGC. To improve the knowledge of members, throughout the year we have discussions about economic, environmental, and social topics that are relevant to our business and relationships, in sessions where strategic planning is also reviewed; in meetings with external experts on ESG topics and their implications; and in informative meetings to monitor the activities carried out in social responsibility, environment, and governance. 0 ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SUSTAINABILITY REPORT [ENEVA 2020] SOCIAL & RELATIONSHIP CAPITAL ✓ NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 42#435.3.1 Ethics & Integrity [GRI 102-16] We believe that a sustainable society is only built when there is trust, integrity, and respect for the law. Therefore, in all decision making and in the management of our business, we prioritize ethics, as well as good practices in relationships with customers, shareholders, employees, suppliers, service providers, and public entities. To support this commitment, we rely on a set of documents - which must be signed by all employees, proving their knowledge - internal regulations and processes that make up our Integrity Program. Our Compliance department also plays this role, acting with budgetary autonomy and reporting to the Board of Directors, to which it presents an annual work plan. The progress achieved with the planning is periodically reported to the Audit Committee and the Board of Executive Officers. We also maintain a Compliance Committee, a multidisciplinary advisory body that analyzes and supports the treatment of queries and reports received through our Whistleblowing Channel. The commission is composed of employees from key areas - such as Compliance, Human Resources, Legal and Operations, in addition to our CEO -, who provide advisory support on compliance issues related to their duties, improving investigations and the follow-up of possible cases of ethical violations, as well as clarifying doubts and supporting the correct interpretation of the Code of Conduct. ww CÓDIGO DE CONDUTA EU FAÇO O CERTO! Dawa ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT [ENEVA 2020] PAGE 43#445.3.1 Ethics & Integrity [GRI 102-16 | 103-1 | 103-2 | 103-3-205] Guiding Documents In 2020, all integrity regulations, which make up the basis of our Integrity Program, were reviewed and approved by the Board of Executive Officers. Our Code of Conduct, Anti-Corruption Policy, and Human Rights Policy were also reviewed by the Audit Committee, and the changes were approved by the Board of Directors. חון 5.3.1.1 Integrity Program Our Integrity Program aims to ensure appropriate mechanisms to promote ethical conduct, in line with our principles and guidelines. The goal, then, is to guide employees in preventing, detecting, and repairing any lawful acts and/or acts in violation of current legislation, such as Law 12,846/2013, and our ethical determinations. Code of Conduct https://bit.ly/376plBn Contractor Code of Conduct https://bit.ly/3i7VyP5 Guidelines for Gifts, Presents and Hospitality Pillars of the Integrity Program Internal Controls Policies, guidelines and procedures Code of Conduct Training and communication PREVENTION Risk Assessment Consultation Channel Compliance System SENIOR MANAGEMENT'S COMMITMENT Anticorruption clause management Whistleblowing channel DETECTION MONITORING Conflict of Interests Registration and meetings with government agencies Contractor Management Internal Audit Internal Investigation Compliance Commission Anti-corruption Policy https://bit.ly/3iVFcs8 Human Rights Policy https://bit.ly/3zJXPPA Antitrust Policy https://bit.ly/3rEtUwd לוווו Guidelines for Conflict of Interests Guidelines for Third-party Relationships Guidelines for Interacting with Government Authorities Guidelines for Equality, Opportunity and Respect 5.3.1.1.1 Communication To disseminate the Integrity Program guidelines and strengthen the ethical and legal compliance culture, we follow an annual communication plan on the topic, which includes events, lectures and campaigns for our main audiences, including leaders, employees, third parties and suppliers. An example is the Minuto Compliance ["Compliance Time"] initiative, consisting of texts on various topics related to the themes of ethical conduct, professional integrity, gifts and presents, the whistleblowing channel and the Anti-corruption Law, sent periodically to all employees via e-mail marketing, in addition bi-weekly newsletters. The compliance initiatives are also shown on Corporate TV, in the computer backgrounds, intranet and e-mail of the Compliance department, as well as stickers placed in common areas with information about the whistleblowing channel. Additionally, in 2020, during the election period, we carried out a communication campaign instructing all employees on their performance regarding the issue and, on the International Anti-Corruption Day, we released an informative video addressing issues such as public corruption and private corruption. 5.3.1.1.2 Training [GRI 205-2] To promote a corporate culture aligned with our conduct guidelines and ethical principles, in 2020 we offered training on the Code of Conduct, Anti-corruption Policy, Conflict of Interests, Interaction with Government Authorities, and Gifts and Presents, to 95% of our staff (including our own employees and contractors who provide services to us and are allocated in the business units or at the headquarters). Communication on the themes is made available to 100% of the employees and contractors allocated to our facilities, as well as to all board members. ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT [ENEVA 2020] PAGE 44#455.3.1 Ethics & Integrity [GRI 102-16 | 103-1 | 103-2 | 103-3-205] 5.3.1.2 Compliance We monitor and assess potential conflicts of interest, a topic addressed in our Code of Conduct and in the Internal Rules of the Board of Directors (BD), by means of a Compliance system implemented in 2020 and available on the intranet, to be filled out annually or updated at any time by all employees. The system covers topics such as family relationships, Politically Exposed Persons (PEPS), external activities, and judicial processes. Therefore, we comply with the provisions of Law 6,404/76 and the Brazilian Securities and Exchange Commission (CVM) on conflicts of interest, related-party transactions, and their disclosure. In this context, any board member who has an actual or potential conflict of interest or who is connected to a related party whose core activities imply the actual or potential existence of a conflict of interest with a certain matter to be examined by the BD, must abstain from participating in the part of the meeting in which such matter is discussed. Our internal regulations also determine that it is the duty of every employee to communicate situations of potential conflict of interest to the Compliance department. [GRI 102-25 | 205-1 | EM-EP-510a.2] Focusing on ethics and compliance, we also maintain the Whistleblowing Channel, a secure, confidential, external and independent means for the various stakeholders to report possible violations of our Code of Conduct and Brazilian law - since the channel was established in 2016, no reports related to corruption of government officials have been received. There is a guarantee of anonymity and non-retaliation (even in unfounded cases reported without bad faith), and the reports are received and investigated by the Compliance department. Measures are taken for all cases that are found to be serious, ranging from verbal or written warnings, suspension, and even dismissal, when considered severe, according to our Consequence Management Policy. All reports are investigated within 60 days, according to the report investigation procedure. In 2020, 46 reports were received, investigated on average within 27 days, of which nine were found to have merit. [GRI 102-17] Whistleblowing Channel Reports 2020 [GRI 102-17] Analyzed and found to be well-founded 9 Analyzed and considered to be partially well-founded 15 Analyzed and found to be unfounded 17 Analyzed and not applicable to the channel 1 Closed due to lack of information for analysis 4 Total 46 Whistleblowing Channel Classification of Reports [GRI 102-17] Mobbing Violation of Policies and Procedures Violation of Supplier Laws Theft or Fraud Not Applicable to the Channel Consultation Other 2020 13 10 17 1 1 2 2 Whistleblowing Channel www.contatoseguro.com.br Also with a focus on integrity, our donations and sponsorships are subject to due diligence, and only institutional gifts with no commercial value can be accepted by the teams, and the non-institutional gifts and presents offered by clients and suppliers are evaluated by the Compliance department for the possibility of acceptance or refusal. ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT [ENEVA 2020] PAGE 45#46BRAZILIAN DATA PROTECTION LAW (LGPD) To comply with Law No. 13,709, known as the Brazilian Data Protection Law (LGPD), and for alignment with the best data protection practices, in 2019 we prepared a flow indicating the life cycle of personal data and a risk matrix and criticality assessment of processes, with the classification of risks and possible legal gaps. WITH IN 2020, WE ESTABLISHED A DATA PROTECTION COMMITTEE EMPLOYEES FROM THE PROCUREMENT, LEGAL, INFORMATION TECHNOLOGY, COMPLIANCE AND GOVERNANCE DEPARTMENTS, DRAFTED DATA PROTECTION REGULATIONS, AND IMPLEMENTED A SET OF CLAUSES FOR THE OPERATOR AND CONTROLLER POSITIONS, IN ADDITION TO DETERMINING THE PROTECTION OF PERSONAL DATA FOR OUR CONTRACTS. The goal for 2021 is to create an LGPD policy, to be approved by the Board of Directors, for full compliance with the law and respect for the data of our stakeholders. ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT LENEVA 2020] PAGE 46#475.3.1 Ethics & Integrity [GRI 102-16 | 103-1 | 103-2 | 103-3-205] 5.3.1.2 Compliance 5.3.1.2.1 Anti-Corruption [GRI 103-1 | 103-2 | 103-3-205 | GRI 205-1 | EM-EP-510A.2] We adopt anti-corruption policies and disclose their content to all employees, including executives and board members, who receive training and communication on the subject in order to ensure that the actions and decisions in the professional environment are guided by ethics. Our commitment is to fight any form of corruption, fraud, bribery, favoritism, influence peddling, extortion, money laundering, and kickbacks in our internal relationships and relationships with suppliers, partners, or government officials. Therefore, all operations exposed to the relationship with public agencies, including the Environment, Legal, Human Resources, External Relations and Procurement departments, are considered in the assessment of corruption risk: in 2020, 100% of our operations were assessed for risks related to corruption. eneva eneva ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL FINANCIAL APPENDICES CAPITAL CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT [ENEVA 2020] PAGE 47#485.4 RISK MANAGEMENT [GRI 102-15 | 102-29 | 102-30 | 102-31 | 413-2] [EM-EP-210A.3 | EM-EP-210B.1] Our Risk Management Policy establishes the principles, guidelines and responsibilities to be observed in order to enable the identification, assessment, treatment, monitoring and communication of risks to our management, helping to reduce the level of uncertainty in achieving the goals and preserving the value and perpetuity of the business. The integrated management considers potential impacts in the financial, health and safety, communities, environment, reputation, legal and regulatory spheres, including all risks to which we may be exposed, including but not limited to: Furthermore, all topics critical to our business are on the BD agenda. Potential M&A transactions are submitted to the board for consideration, which includes risk assessment of the transaction and the mitigators we considered for proper decision making. Our risk management also plays a key role in the preparation of bids in energy auctions, mapping out the main strategic risks and their management measures, so that the BD can have a correct assessment and, if successful, monitor the conduction of processes to mitigate impacts. We adopted a structured risk management process, with a guiding document approved by our Board of Directors (BD), which also determines, based on guidelines from the Board of Executive Officers, the risk appetite level. The BD is also responsible for establishing the principles, guidelines, and responsibilities to be followed by all employees and members of management, as well as for ensuring the dissemination of the risk management culture, guaranteeing appropriate and sufficient resources for the management to be independent, objective, and effective. In this sense, the Risk Management department reports to our Statutory Audit Committee, to our Finance Committee and to the BD the consolidated view of the main risks to which we are exposed, including economic, environmental and social topics, with the status of the effectiveness of existing key prevention/mitigation controls and of the execution of action plans established to reduce residual risk. FINANCIAL RISKS Associated with our finances, including market, credit, and liquidity impacts on financial transactions. Considers the potential risk of financial loss and uncertainty regarding a business transaction (acquisition, divestment, loans, etc.). Risk Management Policy https://bit.ly/3xaXeLY ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 SUSTAINABILITY REPORT [ENEVA 2020] x x INTELLECTUAL & ORGANIZATIONAL CAPITAL D OPERATING RISKS Which include the possibility of loss resulting from external events or failure, deficiency or inadequacy of internal processes, people and technological environment; legal risk associated with inadequacy or deficiency in contracts entered into by us, as well as sanctions due to non-compliance with legal provisions and compensation for damages to third parties arising from our activities. STRATEGIC RISKS Arising from the possibility of implementing an unsuccessful or ineffective strategy that fails to achieve the intended returns. REGULATORY RISKS Result from the possibility of changes in regulations and actions by regulatory agencies, either internationally or locally, which may result in increasing competitive pressure and affect our ability to manage our business efficiently. Other risks are described in our Reference Form https://bit.ly/3rH191T SOCIAL & MANUFACTURED CAPITAL HUMAN CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX PAGE 48#49CLIMATE RISKS AND OPPORTUNITIES³ [GRI 201-2 | EM-EP-110A.3] In 2021, we started a structured project to survey the risks and opportunities related to climate change, commissioning a specialized consulting firm. The scope of the project includes the mapping and qualitative and quantitative analysis/modeling of physical risks (risks related to temperature increase, water shortage and extreme weather events); the qualitative mapping of transition risks (regulatory, technological, market and reputational risks); the review of the corporate risk matrix, considering the context of climate risks, as well as its prioritization addressing the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD). BASED ON THE RESULTS, WE EXPECT TO HAVE THE DEFINITION OF A MITIGATION AND ADAPTATION STRATEGY TO CLIMATE CHANGE, CONSIDERING TIME HORIZONS ALIGNED WITH THE PARIS AGREEMENT AND THE DEFINITION OF GREENHOUSE GAS (GHG) EMISSION REDUCTION TARGETS. ☑ ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED CAPITAL HUMAN CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX 3 Fact subsequent to the period covered by this report. SUSTAINABILITY REPORT [ENEVA 2020] PAGE 49#505.4.1 Methodology [GRI 102-16] We follow a risk management methodology based on internationally accepted standards, such as the Enterprise Risk Management model (COSO-ERM) and ISO 31000, adopting the concept of Three Lines of Defense to ensure compliance with the established guidelines. eneva 1st Line of Defense Represented by all managers in the business and support areas, who must ensure effective risk management within the scope of their direct organizational responsibilities. 2nd Line of Defense Responsible for supporting the 1st Line of Defense for risk management, represented by areas such as HSE (Health, Safety and Environment), Information Technology, Risk Management, and Governance & Compliance. It has an advisory role to the executive divisions, but with independent evaluation and reporting on risk management and on our control environment. 3rd Line of Defense Represented by the Internal Audit. Its goal is to provide independent opinions to the Board of Directors, through the Audit Committee, about the processes and the effectiveness of internal controls. ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT [ENEVA 2020] PAGE 50#51RS20 ENEVA Sustainability Report Eneva 2020 About This Report Letter from Management About ENEVA Fighting Covid-19 Intellectual & Organizational Capital Manufactured Capital Industry Scenario Electricity Industry Scenario Exploration & Production (E&P) of Oil & Natural Gas Operating Performance Human Capital Social & Relationship Capital Natural Capital Financial Capital Appendices GRI Content Index SASB Content Index Credits & Corporate Information 6 Manufactured Capital ZZZI b#52MARCELO CRUZ LOPES MARKETING, COMMERCIALIZATION AND NEW BUSINESS DEVELOPMENT OFFICER ENEVA " A major shift in the company's 2020 strategy was the understanding that we have grown to become an energy solutions company. We want to deliver competitive solutions to the market, which is unequivocally transforming; clients are becoming increasingly attuned to the needs of society, more demanding and less captive.#536.1 INDUSTRY SCENARIO ELECTRICITY Demands for electricity dropped in 2020 due to Covid-19 impacts and the consequent imposition of lockdowns. Economic and industrial activities were shut down especially in the beginning of the pandemic. Only in the last four months did consumption recover to pre-pandemic levels. Energy auctions scheduled for 2020 were canceled with the exception of the A-1 Existing Energy Auction. The year was also marked by different hydrological phases. The first few months were partially favorable due to water accumulation in the main reservoirs of the National Interconnected System (SIN) and consecutive periods of low difference settlement prices (PLDs). Unfavorable throughout the second half, the SIN even had some weeks of PLDs at the regulatory ceiling. Following the resumption of consumption, the national system operator (ONS) partnered with the electricity sector monitoring committee (CMSE) to utilize thermoelectric plants in order to maintain national energy security. Although thermal dispatch was lower for most of 2020, the consolidated result was higher than 2019. 600 450 300 150 PLD 2020 R$/MWH SE S ■NE N 16 12 4 THERMAL DISPATCH GWm 2019 2020 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 53#546.2 INDUSTRY SCENARIO EXPLORATION & PRODUCTION (E&P) OF OIL & NATURAL GAS The Brazilian oil and natural gas exploration and production industry reached record production levels in 2020: totaling 1.365 billion barrels of oil equivalent (boe) according to data from the National Agency for Petroleum, Natural Gas, and Biofuels (ANP). However, the industry did not emerge out of the pandemic unscathed: 42 fields had their operations interrupted and only eight were able to continue operating again in 2020. The highlight of the year was the 2nd bidding cycle of the ANP Open Acreage held in December 2020. Seven bidding companies participated and 17 blocks were auctioned in the Amazonas, Campos, Espírito Santo, Paraná, Potiguar, and Tucano basins. The total acquired area spanned 19,818.09 km². In the auction, marginal accumulations of Juruá, with 331.80 km² located in the onshore basin of Solimões, were also offered. ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 54#556.3 OPERATING PERFORMANCE [EU6] At the end of 2020 we had an installed capacity of 2,716 MW, of which 2,155 MW were assets in operation, generating (gross generated energy) 7,980,605 MWh. 7,807,887 MWh were predominantly from contracted operations in the regulated market, 11% less than in 2019. 172,718 MWh were attributed to the free market which was 15% less than the previous year. [EU1 | EU2] Installed capacity broken down by primary energy source & regulatory regime MW [EU1] Operations contracted mostly in the regulated contracting environment (ACR) Operations contracted mostly in the free contracting environment (ACL) 2018 2019 2020 2018 2019 2020 MACH Itaqui 360 360 360 Parnaíba IV TPP 56 56 56 Pecém II 365 365 365 Tauá 1 1 1 না না না না না না Parnaíba | TPP 676 676 676 TOTAL 57 57 57 57 Parnaíba II TPP 519 519 519 Parnaíba III TPP 178 178 178 Parnaíba V TPP* 385 385 385 Parnaíba VI TPP* 92 92 Jaguatirica II TPP* 141 141 TOTAL 2,483 2,716 2,716 Gross generated energy by primary energy source and by regulatory regime MWh [EU2] Itaqui Pecém II Parnaíba | TPP Parnaíba II TPP Parnaíba III TPP TOTAL 2018 2019 1,054,568 1,442,409 1,115,161 1,842,715 1,635,346 1,013,287 2,479,410 2,544,106 2,166,492 2,558,271 2,748,369 3,136,103 549,515 393,448 376,843 8,484,479 8,763,678 7,807,887 2020 2018 2019 Parnaíba IV TPP 10,868 202,017 171,206 Tauá 1,523 1,532 1,512 TOTAL 12,391 203,549 172,718 2020 * Non-operational ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL FINANCIAL APPENDICES CAPITAL CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 55#566.3 OPERATING PERFORMANCE [EU6] During the year, average dispatch was 49% in our gas-fired thermal power generation assets and 35% in coal- fired plants, representing an average consolidated dispatch of 45%. In all our generating units, we reached generation efficiency indexes within market levels. Benchmark ranges were 24.0% to 44.7% for simple cycles, 42.2% to 64.2% for combined cycles in natural gas-fired generation, and 33% to 40% in coal-fired generation. [EU11] Efficiency of plants by source & major regulatory system % [EU11] ACR Efficiency 2018 2019 2020 Itaqui (imported mineral coal) 35.4 35.4 35.6 Pecém II (imported mineral coal) 36.3 36.6 36.5 Parnaíba I (natural gas - simple cycle) 35.7 35.5 35.8 Parnaíba II (natural gas - combined cycle) 54.3 54.4 54.1 Parnaíba III (natural gas - simple cycle) 35.7 35.3 36.3 ACL Efficiency 2018 2019 2020 Parnaíba IV (natural gas - simple cycle) 42.9 41.7 42.8 ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 56#576.3.1 Upstream [GRI 102-16] In 2020, we maintained producing fields in the Parnaíba and Amazonas basins, with certified reserves (2P) of 31.8 billion bcm (billion cubic meters): an increase of 15% compared to 2019. The concession contracts for hydrocarbon exploration and production, on the other hand, comprised more than 64,000 additional square kilometers. Effective production for the year was 1.35 billion m³ of natural gas: a volume close to that produced in 2019 (1.4 billion m³ of natural gas). With this performance, in 2020 we were the largest private natural gas operator in Brazil. Our natural gas production capacity was 8.4 million m³ per day. In 2021, with the start of operations in the Amazonas Basin, natural gas production capacity will reach 9.0 million m³ per day. In January 2021, we published a report on reserve certification, updated for December 31st, 2020, and prepared by independent firm Gaffney, Cline & Associates. The document revealed an increase in 2P certified reserves of 3.3 billion m3 in the Parnaíba Basin and 2.2 billion m3 in the Amazon Basin. Considering the volume of natural gas produced in 2020, the total net increase in our reserves, compared to 2019, was 4.2 billion m³. The reserve replacement rate was around 240%. Another highlight in 2021 was the declaration of commerciality of the Fortuna accumulation (Gavião Belo Field), with an estimated Pmean volume of gas-in-place of 6.78 billion m³. We continue to focus our investments on exploration campaigns. In 2020, we finalized the acquisition of another 5,000 kilometers of 2D seismic, and drilled seven exploratory wells and eight development wells in the Parnaíba Basin. Prospecting areas have also been identified in the Amazon Basin and a development well has been drilled. Fact subsequent to the period covered by this report. ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 SUSTAINABILITY REPORT ENEVA 2020 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 57#58Др ACQUISITIONS In 2020, during the 2nd cycle of the ANP Open Acreage, we acquired the Juruá Field (Solimões Basin) and seven exploratory blocks. Three of the blocks are in the vicinity of the Azulão field in the Amazon, and four in the Paraná basin. This will open a new exploratory and development front for our business. WITH THESE ACQUISITIONS, WE HAVE EXPANDED OUR PRESENCE IN THE FOUR MOST IMPORTANT BRAZILIAN ONSHORE BASINS: PARNAÍBA, AMAZONAS, SOLIMÕES, AND PARANÁ. MOVING FORWARD WITH THE BACKBONE OF OUR STRATEGY, WE ALSO WILL HAVE ACCESS TO THE GAS MOLECULE WHICH IS ESSENTIAL FOR ENABLING THE NATIONAL ENERGY TRANSITION. ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 58#596.3.2 Parnaíba Complex We maintain the Parnaíba Complex in Santo Antônio dos Lopes, Maranhão, composed of the Parnaíba I, Parnaíba II, Parnaíba III, and Parnaíba IV natural gas-fired thermal power plants. In additional, we currently have two projects under development: Parnaíba V and Parnaíba VI. Contracted capacity totals 1.9 GW, of which 1.4 GW are already in operation. The energy generated is being sent in its totality to the National Interconnected System (SIN), in the North subsystem, within the ACR. One of the highlights of 2020 was the Hot Gas Path (HGP) preventive overhaul on two gas turbines at the Parnaíba I plant and one gas turbine at Parnaíba III, planned to take place every 32,000 hours of operation. Even in the midst of the pandemic, the manufacturer met the deadlines. At Parnaíba II TPP, we also carried out the inspection of boilers, vessels, and piping in compliance with the NR-13 regulatory standard requirements, and revitalized the cooling tower fans. At Parnaíba IV TPP, gas engines were revitalized as part of the year's overhaul program. After the overhaul, we performed availability proof tests with a result of 100%. The strong performance results from the continuous improvement of our overhaul process also encompasses our gas treatment assets. This work helped us improve the management of spare parts with adequate inventory to continuously maintain operations. The parts replaced during overhauls are repaired by the manufacturer, returned to our inventories for new use, and have no environmental impacts from disposal or production of new items. In addition, our overhaul improvement program aims to improve efficiency and, in the last three years, has enabled a 25% improvement in overhaul productivity. The Parnaíba complex is one of the largest natural gas-fired thermal power plants in Brazil and a pioneer in the use of the integrated Reservoir-to-Wire model. The complex uses gas produced in fields around the plants to guarantee energy generation at competitive costs with less environmental impacts, ultimately reducing costs and losses in fuel transportation. PARNAÍBA I Capacity: 676 MW Maximum Gas Consumption: 4,6 MM m³/day Agreement Expiration Date: Dec-2027 PARNAÍBA II Capacity: 519 MW Maximum Gas Consumption: 2,3 MM m³/day Agreement Expiration Date: Apr-2036 PARNAÍBA III Capacity: 178 MW Maximum Gas Consumption: 1,2 MM m³/day Agreement Expiration Date: Dec-2027 PARNAÍBA IV Capacity: 56 MW Maximum Gas Consumption: 0,3 MM m3/day Agreement Expiration Date: Merchant PARNAÍBA V Capacity: 385 MW Agreement Expiration Date: Dec-2048 Assets under implementation at the end of 2020 PARNAÍBA VI Capacity: 92 MW Agreement Expiration Date: Dec-2049 Assets under implementation at the end of 2020 ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 SUSTAINABILITY REPORT ENEVA 2020 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 59#60B REDUCTION OF EMISSION INTENSITY AT THE PARNAÍBA COMPLEX Through the implementation of the Parnaíba V and Parnaíba VI projects, we are also working towards closing the generation cycle of the Parnaíba I and III plants. The search is for greater efficiency. Combined cycle generation uses the remaining heat from gas turbine exhaustion to produce steam as an input for feeding steam turbines. Thus, new assets will generate electricity without increasing natural gas consumption. WHEN THE TWO PLANTS BECOME OPERATIONAL, THEY WILL INCREASE GENERATION CAPACITY TO 477 MW. WITH NO ADDITIONAL EMISSIONS OF CO2 OR ANY OTHER POLLUTANT GAS, THE INTENSITY OF GHG EMISSIONS FROM THE PARNAÍBA GENERATION PARK WILL BE REDUCED BY APPROXIMATELY 35%- ABOUT LETTER FROM ABOUT THIS REPORT MANAGEMENT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENE Ab820 PAGE 60#616.3.3 Azulão-Jaguatirica Integrated Project UPSTREAM + GAS-FIRED GENERATION The Jaguatirica II TPP is being built in Boa Vista, state of Roraima, and will have an installed capacity of 141 MW. The asset is expected to start operating in the second half of 2021. Consumption of natural gas produced at the Azulão Field, in the state of Amazonas, has 2P reserves certified by Gaffney, Cline & Associates of 5.9 billion cubic meters (bcm). The input will be liquefied and transported by an existing road to the plant using the logistics network currently used for diesel oil transportation. By starting the Jaguatirica II TPP operation, we estimate that a significant part of the diesel-fired generation that supplies Roraima will be displaced. This will allow for an approximate 35% reduction in carbon emissions and 99% of NOx. Our work in regions that are not connected to the National Interconnected System (SIN), such as Roraima, provide energy security and cost reductions by offering permanent power availability. ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 61#62B INNOVATION & ENVIRONMENTAL PROTECTION THE JAGUATIRICA II TPP WILL BE THE FIRST LOCATION IN BRAZIL TO ADOPT AIR-COOLED CONDENSER (ACC) TECHNOLOGY TO COOL THE WATER-STEAM CYCLE. IN THIS PROCESS, HOT AIR COOLING OCCURS WITH THERMAL EXCHANGES IN ATMOSPHERIC AIR THROUGH FANS WITH NO SIGNIFICANT WATER CONSUMPTION. THEREFORE, LESS IMPACT WILL BE MADE ON THIS IMPORTANT NATURAL RESOURCE. ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 SUSTAINABILITY REPORT ENEVA 2020 INTELLECTUAL & ORGANIZATIONAL CAPITAL Hot Air Hot Hot Air Air Hot Air Axial Flow Fan Axial Flow Fan Axial Flow Fan Axial Flow Fan M Cold Air Cold Air Cold Air Cold Air MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL AIR COOLED CONDENSER TECHNOLOGY (ACC) Steam Duct Condensate Collector tube Condensate Tank Steam Flow Condensate Return line NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 62#636.3.4 Coal-Fired Generation Assets We own two coal-fired generation assets: the Itaqui (360 MW) and Pecém II (365 MW) plants. Both plants have subcritical boilers and use clean coal burning technology (clean coal technology). In Brazil, coal accounts for only 2.04% of the generation matrix according to Aneel data from June 2021. We are constantly investing to increase the efficiency of both plants to prevent compromising the energy assured in current contracts. Both plants have contracts for availability in the ACR: Itaqui until 2026 and Pecém II until 2027. We have made a commitment to refrain from developing any new coal projects. We also constantly seek solutions that minimize the use of these assets without affecting the stability of the system. ITAQUI Capacity: 360 MW 2020 availability: 97,3% Agreement Expiration Date: 2026 Itaqui was our first enterprise in the state of Maranhão, strategically located only 5 kilometers from the Port of Itaqui. This port has logistical advantages due to its proximity to imported mineral coal used in power generation. In 2020, we carried out the biannual preventive overhaul on the asset. This refers to safety and integrity aspects foreseen in regulatory rule number 13 (NR13) which covers the inspection of the boiler, pressure vessels, and safety valves. At the time, we also promoted overhaul in critical equipment for the unit's operation and ancillary systems without any record of accidents or incidents. PECÉM II Capacity: 365 MW 2020 availability: 98,3% Agreement Expiration Date: 2027 The Pecém II plant is located in the port of Pecém in the state of Ceará. During the year, the asset's availability reached 98.3%, a record high percentage, after the major overhaul performed in 2019. * Fato subsequente ao período coberto por este relatório. Aneel Data - June 2021 Microsoft Power BI https://bit.ly/3k16m4R In 2020, our availability in Itaqui was 97.3%. In 2021, after the overhaul of the turbogenerator, we will see a 4% improvement in net heat rate as measured by the plant's control system. With this, we expect a reduction in coal consumption per gross energy produced and consequently, will see less environmental impact. ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL SOCIAL & RELATIONSHIP CAPITAL GRI SASB NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES CONTENT INDEX CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 63#64B ENVIRONMENTAL COMMITMENT AN IMPORTANT HIGHLIGHT OF 2020 WAS THE ACHIEVEMENT OF THE ISO 14001 CERTIFICATION FOR THE ITAQUI COAL UNLOADING SYSTEM, ATTESTING TO THE MITIGATION OF ENVIRONMENTAL IMPACTS THROUGH THIS PROCESS. Because we have adopted a fully automated system not only in Itaqui, but also in Pecém II, we were able to reach this milestone. After removing coal from the hold of the ships at the port to the plants, the input is transported by a network of conveyor belts. This distance is about 6 kilometers in the case of Itaqui and 13 kilometers from the Port of Pecém to Pecém II. The track system forms a tunnel and prevents the dispersion of particulates from wind or movement during the entire route. For the same reason, we adopted controls to mitigate particulate emissions in coal piles by applying a polymeric material that creates a type of film. Asides from preventing the dispersion of particulates, polymeric minimizes the risk of coal retaining humidity, and consequently losing efficiency. ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2920 SASB CONTENT INDEX < > PAGE 64#656.3.5 Asset Integrity [EU6] In all of our natural gas generation, exploration, and production (E&P) assets we maintain a robust operational safety management system. This system outlines procedures that define the requirements to identify, manage, and control operational risks while ensuring asset integrity. We identify and analyze the operational risks of the plants in their various phases, from design to construction, installation, and decommissioning. We consider the most appropriate techniques for the stage of the facility's life cycle. In 2020, improvements were identified and implemented in this process to contemplate the analysis of risks related to the use of sporadic operation equipment. Specific premises were defined for conducting Hazop: a study on risk and operability). To ensure the integrity of assets, we promote preventive and corrective overhauls and inspections while prioritizing critical systems and equipment.\ We manage risk by conducting an analysis for permanent and temporary changes. This analysis includes the temporary deactivation of any system/equipment that could compromise the integrity of the operational unit. With the same focus on ensuring integrity, we use tools that encourage leadership in the field such as procedure compliance verification (PCV). This verification examines workforce adherence to critical procedures and leadership field inspections to verify the integrity of facilities. The goal is to guarantee the safe continuity of operations. 15 RISK STUDIES Conducted by our HSE team 1.058 RISK ANALYSIS PROCESSES for the temporary deactivation of critical equipment and systems. 129 PCVS This resulted in 101 improvement actions, 67 of which in 2020. ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 SUSTAINABILITY REPORT ENEVA 2020 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 65#666.3.5 Asset Integrity [EU6] Through our operational safety management system, we foresee constant audits year after year that make it possible to decrease both the number and severity of non-compliance events. Audits take place in our operational units with teams of external auditors. 387 ACTIONS STEMMING FROM THE 2019 AUDIT WERE CARRIED OUT reducing the total number of non-compliance events. In addition, there was a drop in non-compliance events classified as moderate or severe. Natural gas-powered E&P units are also audited by the ANP which uses this practice for all its operators. We were audited in 2015, 2017, 2019, and January 2021. Every year we have attained greater results than the industry average. The results achieved since the implementation of the system is evidenced by the reduction in our insurance rate (defined as the ratio between the premium paid for insurance and the value at risk of our assets). The rate went from 0.26% p.a. in 2016/2017 to 0.19% p.a. in 2020/2021. Rating of Non-compliance (NC) events identified (audits) Critical Important Moderate Low 7 27 15 22 21 19 24 ANP Audit Result Average Non-compliance events per audit in the industry 15,8 14,5 12,0 Average Non-compliance events per audit in ENEVA 8,0 6,9 6,5 0,0 ENEVA 2018 ENEVA 2019 ENEVA 2020 2015 2017 2019 2021 ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL SUSTAINABILITY REPORT ENEVA 2020 SOCIAL & RELATIONSHIP CAPITAL 2,0 NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 66#676.3.6 Trading Our trading company, structured to accompany the growth of the free energy and gas market in Brazil, was restructured with this focus in 2019. We offer commercial integration of different generation sources in contracts originating from our third-party and company owned plants. Thus, we provide clients in the free market with a combination of sources that mitigate social and environmental impacts of energy generation along with the security of supply. Our goal is to offer complete and customized energy solutions, whether for electricity in an isolated system, industrial processes, or through the conversion of heavy equipment for river and land transportation. For this strategy to succeed, we mapped out business opportunities throughout the country with a focus on the North and Northeast regions where we already have operations established. We aim to use our logistical advantage to promote democratic natural gas supply. As these regions are not connected to the gas pipeline network, we will replicate the Jaguatirica II thermal power project model of supply by LNG, with deliveries made by road or waterway. Thus, we will offer the opportunity to replace liquid fuels, such as diesel and fuel oil, with natural gas. Ultimately this will generate economic, social, and environmental value in locations with significant regional development potential. ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 SUSTAINABILITY REPORT ENEVA 2020 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL DOLL alph DOLL UPV MI UFV UPV 16 UFVICT 35 M 496 690 N/D 4,7 4,3 N/D Mw MW 0.6 0.5 0.1 Own GWN 652 548 548 w 32,8 32,5 32.5 #45.1 42.3 55.7 51.4 55,7 DOLL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 67#68RS20 ENEVA Sustainability Report Eneva 2020 Human Capital About This Report Letter from Management About ENEVA Fighting Covid-19 Intellectual & Organizational Capital Manufactured Capital Human Capital Employees Social & Relationship Capital Natural Capital Financial Capital Appendices GRI Content Index SASB Content Index Credits & Corporate Information Ar Compressed System 7 0.0% 0.6 MW Aquec UN LPS LP2 LP!#69ANITA BAGGIO BARRETO DIRECTOR OF HR, PERFORMANCE, ESG, HSE, SOCIAL RESPONSIBILITY, COMMUNICATION & CULTURE ENEVA 66 " The challenges of our planet are growing ever greater and more urgent. We need systemic solutions, built with collaboration between the public and private sectors and knowledge from different fields, so that companies can improve their ESG practices. Eneva operates in some of the regions with the highest levels of socioeconomic inequality in Brazil, and our commitment is to build a virtuous circle, balancing environmental preservation and socioeconomic development. In pursuing this systemic impact, by 2020 we will have generated energy equivalent to supply about 3.8 million Brazilian homes, create new jobs, invest in our people - putting health and safety first - and also develop social projects in the communities. These projects will help increase local income generation, reduce illiteracy, and break the poverty cycle, while preserving the forest and the biodiversity. We know there is a lot to be done. Therefore, we elevated the importance of ESG aspects with the creation of a new Executive Office in 2021, whose main objective is to work on our long-term commitments.#707.1 EMPLOYEES [GRI 413-2 | EM-EP-210A.3 | EM-EP-210B.1] We believe that people are our main asset. The biggest challenge for our sustainable growth is to maintain the culture and sense of pride in belonging in the company. For this reason, we invest in valuing the local workforce to create real opportunities for professional development, anchored in our way of being, and a management system based on trust, resilience, and meritocracy. In 2020, despite the challenges posed by the Covid-19 pandemic, we continued to invest in professional training. We bet on innovation for greater productivity and talent attraction Focus on excellence 00 while promoting engagement to encourage a sense of belonging These efforts enable our people to achieve the growth we want for our company. ACTIONS TO FIGHT COVID-19 ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 70#71| Trainee Program At the end of 2019 and beginning of 2020, we opened country-wide applications for our first trainee program. Candidates from various regions of the country applied in search of greater equity. To this end, we carried out several dynamic activities in the North, Northeast, and Midwest regions. We organized and funded all participation related logistics to enable the participation of anyone interested in joining our team. We also performed a blind selection using evaluations based on grade rankings and cultural fit. Details such as university, gender, and location were not considered as a means to focus on promoting diverse talent selection based on meritocracy and integration with our values. Another differentiator was the support offered to non-approved finalists, with information on qualified access to the job market. In total, there were more than 11,000 applicants and 25 selected people. Finalists will go through a two- year process that will include the stages of integration; training; job rotations (on-the-job); international technical training; project development; English and online courses; mentoring; follow-ups; and a final evaluation. 25 Brazilians Approved from 14 different states + Federal District Country of origin Gender State AM Quantity 1 32% Women BA 4 68% Men CE 5 DF 1 AM PA MA CE RN ES 1 PB GO 1 Pl MA 1 RO BA MG 1 | DF PA 1 PB 1 GO Age 1 1 8 4 524 MG PI 1 ES RJ 3 RJ RN 2 RS 1 RS RO 1 Total 25 23 24 25 26 27 27 28 29 ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 71#727.1.1 Team profiles [GRI 102-8 | 103-1 | 103-2 | 103-3-405 | 401-1 | 405-1] Our teams in 2020 totaled 7,085 workers including 1,067 employees, seven apprentices, 31 interns, and 5,980 contractors. In total, staff headcount is 112.1% larger than 2019 when we had 3,341 workers. The most significant increase was in the number of contractors (150%) due to the implementation of the Azulão-Jaguatirica integrated project in the states of Amazonas and Roraima. Employees by contract type & gender* [GRI 102-8] THAT 2020 Men Women Total 778 206 984 57 26 83 ND 5,980 7,047 2018 2019 ** Men Women Total Men Women Total Permanent 682 155 837 709 185 894 Temporary 4 1 5 9 4 13 APPENDICES Detailed information on new hires and turnover Contractor ND ND 749 ND ND 2,391 금업 ND 1,591 3,298 *Considering employees under the CLT regime for an indefinite period, CLT definite period, persons with disabilities, and statutory officers. **Restated figures. In the 2019 report, the indicator accounted for young apprentices and interns [GRI 102-48] Employees by contract type & region* [GRI 102-8] 2018 2019 2020 N NE MW SE S Total N NE MW SE S Total N Permanent 3 609 0 225 0 837 2 609 O 283 O 894 53 NE MW SE 629 S Total 0 302 O 984 Temporary 2 0 3 0 5 1 3 0 9 O 13 44 9 0 30 0 83 Contractor 0 708 0 41 0 749 492 1,855 0 44 о 2,391 2,409 3,494 0 77 о 5,980 ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT ENEVA FIGHTING INTELLECTUAL & ORGANIZATIONAL SOCIAL & COVID-19 MANUFACTURED CAPITAL HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 72#737.1.1 Team profiles [GRI 102-8 | 401-1 | 405-1] Employees by functional category [GRI 102-8] 2018 2019 2020 Officers (including CEO) 11 11 10 Managers 46 58 69 Experts 53 60 63 Coordinators 42 50 50 Administrative 208 260 331 Operational* 482 468 544 Total 842 907 1,067 * Including supervisors, operators, and technicians Apprentices & interns [GRI 102-8] 2018 2019 2020 Apprentices 8 17 7 Interns 37 26 31 Total 45 43 38 Be + Eneva eneva In 2020, we focused on the challenge of maintaining our corporate culture in a hybrid work structure. When part of our employees began to work remotely, we created a score program to acknowledge the engagement and contributions of teams in disseminating our values and commitment to ongoing development. We developed a website in which employees could participate in training and learn about compliance, ethics, mental health campaigns, appointing new employees for vacant positions, and take quizzes on relevant subjects, among others. These online activities were rewarded with points which could then be exchanged for several products. Our goal is to value the integration, efforts, and contributions of our employees, and highlight those who join us in committing to: change Brazil through new energy. ABOUT LETTER FROM ABOUT THIS REPORT MANAGEMENT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 73#747.1.1.1 Diversity [GRI 103-1 | 103-2 | 103-3-405-1] Employees hired through inter-regional migration Migrants from the Northeast Diversity in governance bodies Members of the board of directors by gender [GRI 405-1] 2018 2019 2020 Men 6,0 6,0 6,0 N Women 1,0 1,0 1,0 84% Total 7,0 7,0 7,0 We seek diversity in our workforce: a topic addressed in our code of ethics. For example, the code of ethics establishes a commitment to respecting diversity by promoting fair and equal opportunities for the development and progress of all employees. Equal treatment is required regardless of gender, age, disability, nationality, ethnicity, religion, sexuality, or political orientation. In 2020 we held the first trainee program using blind selection. For our operator school we seek to train local residents. In 2020, 69% of our total employees were allocated in the North and Northeast regions. In our operations in the North, 62% already resided in the same region when they were hired, while in the Northeast, 84% were from the same region. Also, in 2020, of the 1,067 full-time employees, 79.3% were men and 21.7% were women. Based on the racial self-declaration of our employees, 51.5% were Caucasian, 0.7% Asian, 0.9% Indigenous, and 46.9% Black (sum of brown and black). There was not, however, a structured management process for greater inclusion and diversity in our workforce, and this topic will be the focus of future studies to develop a more comprehensive program in the coming years. [GRI 405-1] 1% APPENDICES Detailed information about diversity in our workforce SE 12% S 2% Migrants from the North Diversity in governance bodies Members of the board of directors by age group [GRI 405-1] 62% NE 2018 2019 2020 20% Over 50 42,9% MW 1% Below 30 0,0 0,0 0,0 From 30 to 50 4,0 4,0 4,0 SE 16% Over 50 3,0 3,0 3,0 O From 30 to 50 Total 7,0 7,0 7,0 S 1% 57,1% ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED CAPITAL HUMAN NATURAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 74#757.1.1.1 Diversity [GRI 103-1 | 103-2 | 103-3-405-1] lea Diversity in the workforce in 2020 * Employees by functional category & gender [GRI 405-1] Total Total men women % men % women 100% 0% CEO 1 Executive Officers 9 0 100% 0% Managers 57 12 83% 17% Coordinators 34 16 68% 32% Experts 40 23 63% 37% Administrative 209 122 63% 37% Operational** Total 485 59 89% 11% 835 232 78% 22% *To calculate the number of employees, employees under CLT with an indefinite period, CLT with a definite period, and PwD work regimes were accounted for. **Employee classification for the "operational" functional category includes the positions of supervisors, operators and technicians. All Positions Leadership Positions* Women 22% Women 18% From Management Board of Directors Women 15% APPENDICES Detailed information about diversity in our workforce 78% Men O 82% Men *** Considers Board of Directors, Management, Coordinators and Supervisors (operational areas) O 85% Men 100% Men ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL FINANCIAL APPENDICES CAPITAL CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 75#767.1.1.1 Diversity [GRI 103-1 | 103-2 | 103-3-405-406] Diversity in the workforce in 2020* Employees by functional category and race [GRI 405-1] Total Caucasian Total Asian Indigenous Total Total Brown Total Black Caucasian % % Asian Indigenous % % Brown % Black count BOEO (incl. CEO) 9 1 90% 0% 0% 10% 0% Total Cala Managers 58 10 1 84% 0% 0% 15% 1% Coordinators 36 1 0 12 1 72% 2% 0% 24% 2% Experts 51 O 0 12 0 81% 0% 0% 19% 0% Administrative 197 4 6 107 17 60% 1% 2% 32% 5% Operational** 198 3 4 298 41 36% 1% 1% 55% 7% Total 549 8 10 440 60 51.5% 0.8% 0.9% 41.3% 5.6% *To calculate the number of employees, employees under CLT with an indefinite period, CLT with a definite period, and PwD work regimes were accounted for. **Employee classification for the "operational" functional category includes the positions of supervisors, operators and technicians. All Positions Leadership Positions*** From Management Black 6% Caucasian 52% Black 2% Caucasian 71% Black 1% Caucasian 85% APPENDICES Detailed information about diversity in our workforce *** Considers Board of Directors, Management, Coordinators and Supervisors (operational areas) Brown Brown 26% 41% Indigenous Asian 1% Asian 1% 1% Brown 14% Brown 10% Board of Directors Caucasian 90% ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 76#777.1.2 Training & Development [EU14] We advanced in 2020 by offering training to our teams in line with workforce planning structured in 2019. Our seven-year vision allowed us to identify labor development demands based on the profiles and skills that will be required for our projects. The planning process evoked a more strategic look at managing our employees based upon skillset in order to better allocate them according to their profiles. Planning efforts aim to identify which regions we will need to establish educational partnerships in. This will also allow for preparations to be made in advance to map out leadership development and succession needs for critical positions in the business. One of the corporate goals for 2021 is to establish succession planning for all critical positions. The Covid-19 pandemic accelerated the digitalization of processes. In 2020, we created a human resources intranet to keep employees close during various scenarios, in line with the Eneva way of being. Employees now have even more autonomy to claim benefits and obtain guidance materials on taking vacations, for timekeeping, payslips, and payment schedules. In addition, they also have greater visibility and understanding of HR processes and projects such as Be + Eneva, the educational incentive, and others. Another novelty was the launch of our Knowledge Academy: an online platform for training both soft and hard skills. To ensure success of the e-learning model, we identified facilitators and mentors who could support the process, and contribute to the diffusion of internal knowledge. In one year, 1,134 people were trained on the platform. To support employees, another innovation of the year was the accelerate program implemented in the Parnaíba Complex, for technical and behavioral training. With a one-year duration, the program engaged 30 senior employees, experts, and other professionals with future potential to take on leadership positions. In 2020, we invested a total of approximately R$1.6 million to train our teams ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 SUSTAINABILITY REPORT ENEVA 2020 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 77#78B OPERATOR TRAINING IEL RR www.ielrr.org.br In 2019, in Ceará, with a special focus on the municipality of São Gonçalo do Amarante and its districts, we implemented the thermal power plant operator training program. The purpose was to train local labor, provide opportunities, and knowledge. The program was carried out in partnership with the Federal Institute of Ceará (IFCE) and EDP which enabled the hiring of six professionals. In 2020, the program was extended to candidates selected from Boa Vista and Bonfim to train labor for future operations at the Jaguatirica II thermal power plant in Boa Vista. Candidates were also selected in Itapiranga, Silves and Itacoatiara for the Azulão operation. PARTICIPANTS IN THE PROGRAM RECEIVED COMPENSATION REGARDLESS OF WHETHER OR NOT THEY WERE HIRED AFTER TRAINING. With the support of IEL RR these efforts were made possible. 1,299 people enrolled and 75 people were selected (42 for Jaguatirica II and 33 for Azulão) for a program taught partly by Senai in Boa Vista and by our internal multipliers. 152 hours of theoretical classes were conducted. Top-performing students went on to the practical qualification stage held at our calle operational unit in Maranhão. At the end of the program, participants with the best results were hired to fill positions such as operator I and maintenance technician. The remaining students will have their details filed within the human resources database for consideration of any future opportunities at our operating plants. eneva elev ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 78#797.1.3 Compensation & Benefits [GRI 102-35 | 102-36] We maintain a compensation policy that aims to promote superior performance, as well as attract and retain qualified employees who are aligned with our values. Every year we carry out a market survey with the participation of a specialized third-party company to define compensation strategies and maintain our competitiveness. Considering the different locations of our operations, the lowest salary we offered in 2020 was 1.75 times the national minimum. Our compensation methodology includes an assessment of the business using details such as sales/invoicing, number of employees, market complexity, and product/service diversity. This methodology helps define the levels of each position classified in a "decision tree" that reflect the nature of each career and level of contribution compared to others. Grades are also assigned according to seven factors that define the relative weight of technical, managerial career positions, and levels. Examples include functional knowledge, business knowledge, leadership, problem solving, nature of impact, areas of impact, and interpersonal relationships. GRI 201-2 Therefore, we offer fixed compensation and benefits; salary and fees; short term incentives (STI) such as profit sharing (PS); and bonuses based on the achievement of corporate, team, and individual goals. Transparency is one differentiator of our compensation process. Career and succession assessment cycle results are the foundation for job promotions and meritocratic salary increases. We maintain a portal for managers to follow the evolution of their teams. This enables critical analyses and comparisons that can be followed up by employees to support their professional development and, consequently, their compensation. By 2020, 43% of our employees who were eligible for salary movement were promoted to a different position or received merit pay increases. Of the total eligible women, 33% received merit pay increases and 16% were promoted to higher positions. Of the total eligible men, 31% received a raise and 10% were promoted. Employees with indefinite employment contracts who have worked with the company for at least 3 months at the time of the performance evaluation are also eligible. Movements by gender We always look carefully at the compensation of our employees. Professionals who perform the same function and have similar responsibilities should be paid fairly and meritocratically. There also should be no significant differences in pay between genders. Looking at the charts below, the first value corresponds to the amount (%) above or below the average salary of our professionals, by gender and seniority level. The second value shows the compensation curve by salary range and gender. Average salary by gender and employee group - 2020 Women 10 2019 2020 Men Merit Pay Increase - Women Merit Pay Increase - Men Promotions - Women Promotions - Men Officers 0 111% 10 34% 33% 33% 31% Managers 12 110% 110% 57 Coordinators 16 101% 107% 34 9% 16% 9% 10% Experts 23 109% 111% 40 Administrative 122 98% 102% 209 Operational 59 93% 97% 485 Equity in job promotions and merit pay increases between men and women Number of women/men who received merit or promotion in relation to the total number of eligible women/men* Note: The classification of employees follows the same rationale already presented in the indicator [GRI 102-8] Note 2: In December 2020, there were no women on the board of executive officers. Compensation curve by gender and salary range - 2020 Women Men 48% 49% 31% 30% 16% 6% Women Men 34% 33% 33% 31% 16% 10% 9% 9% 16% 4% APPENDICES Detailed information on the ratio of our wages in comparison to the national minimum wage Merit 2019 Promotion 2019 Merit 2020 Promotion 2020 Eligibility corresponds to employees with indefinite employment contracts and working with the company for at least 3 months at the time of the evaluation. Range 1 Range 2 Range 3 Range 4 Range 1 Range 2 Range 3 Range 4 Note: The ranges correspond to the number of employees per salary positioning. ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 79#80| Partnership Program | Pregnancy Program Our officers and some of our employees are also eligible for share-based long-term compensation incentive plans under which they have the opportunity to become shareholders of our company. We seek to ensure fair compensation competitiveness to ensure greater alignment of the interests of the beneficiaries and those of the shareholders. We aspire to maximize the commitment to sustainable results, share the creation of value and the risks inherent to the business and the capital market. Among the benefits offered, we aim to ensure internal equity, competitiveness within the market, and always respect the determinations of the collective labor agreements (CLAS). We offer a private pension plan, extended maternity leave of up to 180 days, and paternity leave of up to 20 days. During the year, we recorded a retention rate of 92% among employees who took leave and, after returning, remained in our workforce for 12 months. Starting in August, we also extended health and dental plan benefits to interns and apprentices, and expanded our efforts on promoting health and well-being. [GRI 401-2 | 401-3] We offer pregnant employees a support and follow-up program, both during pregnancy and during the first months of the baby's life. This service is provided by specialized health professionals who communicate through telephone or e-mail. Their job is to monitor and provide guidance on the pregnant woman's vaccination schedule and preventive actions; follow up on laboratory and imaging test results such as obstetric ultrasounds; answer general questions; provide advice on nutrition during pregnancy and postpartum; encourage breastfeeding during the first six months after birth, and provide support during weaning upon returning to work. The program is free of charge and employs a team of doctors, nurses, and psychologists while respecting medical confidentiality. In 2020, 11 pregnant employees were able to enjoy this program. eneva Env ENEV3 R$ 17.90 (+0.06%) Corporate Governance Financial information Information to the Market Services Png Q R$ 18.15 OPEN: R$ 18.00 MASS RS 79.08 40 MARS 17.83 79,430.427 MS 11.37 SHARES: 449400 Period 1m 3m 6m YTD 1y All 01.01 91109 BUSE - from 24, 2018 74 Feb 5221 0541 TUBI www 的 料 Line Bac Area 1 month 6 months 3 years Quotes and History BEN PARTNERSHIP PROGRAM Presentation https://bit.ly/3f7tikw PVC APPENDICES Detailed information on retention after maternity and paternity leave ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 80#817.1.4 Health, Well-Being & Safety [103-1 | 103-2 | 103-3-403 | GRI 403-1 | 403-2 | 403-7 | EU16] Ensuring the health, well-being, and safety of our teams is a commitment we make to all employees. They are supported by structured processes, practices, procedures, and continuous trainings. Since 2017, we have maintained a management system in accordance with the ISO 45001 occupational health and safety management system and OHSAS 18001 occupational health and safety management system standards. Structured by requirements following ten established guidelines, this system considers the requirements of regulatory and inspection related bodies, as well as best industry practices. The guidelines are also structured in pillars. One pillar is related to occupational health and safety, considering the dangers and risks to which employees and suppliers are exposed during work activities. Our Management System covers 100% of our employees and contractors. In 2020, more than 85% of contractors were audited internally. The audit covered all operational units including facilities and specific job functions. Contractors are also annually audited by an independent firm [GRI 403-8] Our concern for safety involves the entire life cycle of our units and internal regulations that define safety precautions. We worked to unify several internal rules such as the preliminary risk analysis (PRA) procedure. PRA aims to ensure that any damages or impacts from our activities are recognized, assessed, analyzed, and controlled in advance. The purpose of PRA is to preserve integrity, the well-being of people, facilities, equipment, and the environment. The following rules were also unified: Lockout Tagout of Hazardous Energy determines the requirements to perform lockouts and unlock energy in equipment and systems at facilities in operational units during equipment overhaul work. In addition, this involves some operational maneuvers that require lockouts, creating safe conditions for the people who perform work, for the equipment, and the environment, as well as in their return to availability. Work Permits determine the stages for requiring, issuing, and controlling the work permit (WP). Use & Control of Vehicles establishes criteria for the use and control of vehicles, whether owned or contracted for our services, to create a culture of safety among drivers and passengers. Personal Protective Equipment (PPE) management establishes guidelines that regulate the specification, acquisition, distribution, use, training, and follow-up for the use of PPE and its effectiveness. Preparation of the Individual Emergency Plan establishes information and guidelines for the emergency plan at our facilities, as well as for contracted facilities at our service. Leadership Field Inspections determine systematic field inspections that must be performed by our leaders, with the purpose of identifying any situations in the operational department that may cause or contribute to the occurrence of accidents. We also enhanced the HSE deviation management process which was standardized and computerized to better identify, record, analyze, and treat HSE deviations from behavioral audits and identify unsafe conditions in the workplace. This HSE process aims to prevent incidents and minimize their consequences. ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 81#827.1.4.1 Engagement [GRI 403-4] Anchored in the notion that everyone is responsible for ensuring safety, our leaders make it their mission to engage their teams with the topic and evaluate key processes. In 2020, this commitment was reinforced with the standardization and computerization of support tools grouped into a leadership matrix. The following topics listed below were considered. GOLDEN RULES Developed from the analysis of statistics and root causes of serious incidents that have occurred at our operations, the "five golden rules" set non-negotiable standards and guide all employees on safe behavior within our facilities or services, through actions with life-saving potential. 01 Behavioral Audits 02 Work Permit Audits 03 Emergency Simulation Evaluations ENSURING SAFETY Temporary Shutdown (TS) audit 04 of systems or equipment critical to operational safety THE FIVE GOLDEN RULES OF SAFETY 05 Leadership Field Inspections When in traffic, don't use your cell phone, respect speed limits, and always 06 Procedure Compliance Checks wear a seat belt. Do not work There are predetermined frequencies at every leadership level to apply these tools. All results are registered in reports with action plans for improvement. Employees also consult, communicate, and participate in decisions related to workplace health and safety through systematic campaigns, lectures, training sessions, and meetings. They contribute to the preparation of risk analyses, health, safety, environmental, and social responsibility dialogues, as well as visual communication bulletins. Through our whistleblower channel, employees can also report any deviations from processes focused on safety without the need to identify themselves to avoid retaliation. Since 2019, we implemented the "stop card tool" which allows all employees to halt any activities if they perceive uncontrolled risk. or drive while under the influence of alcohol or drugs. Wear the appropriate personal protective equipment (PPE) for your job function. 2 1 5 US Work with a valid work permit whenever required REGRAS DE OURO GOLDEN RULES 4 Comply with specific protocols outlined for high- risk activities. 3 YOUR BEHAVIOR MAKES A DIFFERENCE ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 82#837.1.4.2 Health & Quality of Life [GRI 403-3 | 403-6] All our operational units are covered by an occupational health medical control program (OHMCP) with defined risk controls and mitigation measures. An occupational medicine team with doctors, nursing technicians, and nurses, as well as outpatient clinics, are always open and accessible during working hours. Medical teams work in outpatient and accident care, identify any causal links for accidents or occupational diseases, are responsible for overall employee health management and risk elimination/control. Additionally, we offer health plans to cover medical care outside of the workplace. In 2020, with the Covid-19 pandemic, we strengthened our health teams by employing more doctors and removing equipment from all operating units and construction sites. Our quality-of-life program integrates health, occupational medicine, safety, benefits, HR actions, and a culture of welfare and health to become more health conscious. This program was temporarily revised through interrupting some activities with close human contact. A fitness center was established in the workplace, available to all workers across all units. Fitness benefits were also made available for our employees. [GRI 405-1] EMOTIONAL HEALTH In 2020, due to the effects of the pandemic on psychological health, we partnered with Zenklub: an emotional health platform. Through this partnership we were able to offer all workers free content such as podcasts, interviews, and materials for consultation, as well as online sessions with more than 500+ health professionals such as psychologists, therapists, and psychoanalysts. We also promoted mental health talks led by experts to all our employees. These talks covered topics such as anxiety, depression, and stress management in times of social distancing. ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 SUSTAINABILITY REPORT ENEVA 2020 ACTIONS TO FIGHT COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 83#847.1.4.3 Performance [GRI 403-9 | EM-EP-320A.2] 7.1.4.4 7.1.4.4. [GRI 403-5] Training We record and investigate all types of incidents such as accidents and near- accidents regardless of their severity. We have our own customized computerized tool with records of communications, investigations, approvals, and action management processes to eliminate root causes of incidents and other risks. After an investigation, all incidents are reviewed and approved by the head of the unit where the event occurred along with the corporate HSE team. Furthermore, the most serious incidents are subject to a security alert sent by corporate HSE to all operational units to avoid recurrences. In 2020, 46 near accidents were recorded. Three near accidents (about 6.5% of the total) had a potential severity level of 3 (the highest level). The total number is higher than 2019, in which 39 near accidents were recorded, but with a 50% drop in the number of near accidents of level 3 potential. These results demonstrate the effectiveness of our preventive actions. Among typical accidents, the greatest cause was traffic accidents (approximately 25%). In response, we reviewed our vehicle usage and control procedures, as well as HSE contractual requirements. We also launched a traffic safety campaign. Furthermore, we recorded a higher percentage of accidents with hand and finger injuries. In the first half of 2021, we will publish an awareness campaign on this topic. During the year we had 33 accidents, eight of which lost time (five on construction sites and three in operations), and one that involved our own employees. Following this scenario, in which a large portion of accidents resulted from the activities of contractors, we conducted our first cycle of contractor audits. Considering that one of the biggest causes of accidents stemmed from failures in the preliminary risk analysis (PRA) of the task, we standardized the PRA procedure for all operational units and conducted widespread training. SOCIAL & RELATIONSHIP CAPITAL Suppliers - Contractor audits We instruct and train all our own employees and contractors on safety procedures during the onboarding process. The HSE department provides the details and protection actions related to the risks of each unit/activity, as well as the specifics of our HSE management system. We also have routine training programs carried out according to the training matrix, following legal requirements and internal regulations. During the year, training was carried out across all operational units in the corporate procedures of PRA, WP, and Loto (regulations created in 2020). Training was carried out in person by local HSE departments of units for employees and contractors after corporate HSE prepared the content and held the first training round for local HSEs. In 2020, considering our safety performance, we also carried out two major communication campaigns: the reinforcement of the Eneva's "golden rules" and the correct use and control of vehicles. For both campaigns we developed remote training programs with tests to determine content learning progress. In addition, health awareness lectures are promoted every year. Topics such as breast, prostate, and skin cancer, as well as depression, were discussed in 2020 by guest experts. In the span of one year, we offered more than 250,000+ hours of training covering topics of health, safety and the environment across all operational units for both employees and contractors. APPENDICES Detailed information on safety performance. ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED CAPITAL HUMAN CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 84#85RS20 ENEVA Sustainability Report Eneva 2020 About This Report Letter from Management About ENEVA Fighting Covid-19 Intellectual & Organizational Capital Manufactured Capital Human Capital Social & Relationship Capital Suppliers Communities Natural Capital Financial Capital Appendices GRI Content Index SASB Content Index Credits & Corporate Information CHANCAS INERVAZADAS eneva Social & Relationship Capital CRUNCAS ENERGISIONS CRIANÇAS ENERGIZADAS ene eneva 14 CHANCAS INCROYAYAS CRIANÇAS ENERGIZADA eneva CRIANCES ENERGIZAINS eneva neva NCAS 10 CRIANÇAS ENERGIZADAS CRANCAS PERCAS 8 10 eneva A new energy to change Brazil Social development https://youtu.be/8Y9RR_Fy8nM#86DAMIAN POPOLO INSTITUTIONAL AND REGULATORY OFFICER ENEVA Our activities promote job creation and income generation in interior locations of the country and are drivers of socioeconomic development. We work actively with local institutions and governments to leverage the benefits that our investments create. Particularly in 2020, based on the understanding that we needed to join governments and civil society to fight the advance of the Covid-19 pandemic, and anchored in our purpose of making an effective contribution to our surroundings, we took action to support the communities in the states where we operate, with emphasis on efforts that enabled the implementation of oxygen plants in Amazonas and Roraima.#878.1 SUPPLIERS [GRI 103-1 | 103-2 | 103-3-204-1 | 102-9 | 308-1] We seek long-term partnerships and prioritize engaging with local services and labor suppliers in order to promote regional development where we operate. In Maranhão, for example, we are one of the companies maintaining the supplier development program run by the Federation of Industries of the State of Maranhão (FIEMA). In 2020, especially in the context of the Covid-19 pandemic, we stayed even closer to our partner companies to ensure the health and well-being of contractors, as well as the continuity of operations and asset building. Our most strategic suppliers include those in generation operation & management (O&M), infrastructure, generation equipment, coal operation and supply, drilling rigs, seismic survey, as well as indirect suppliers (facilities), and international logistics suppliers. Contractors include all representatives, service providers, outsourced workers, any other individuals or corporations, and other commercial partners. In 2020, we spent around R$1.7 billion with the 1,648 active suppliers in our supply chain, with local supply (companies registered in the same state as our operations: Amazonas, Ceará, Maranhão and Roraima) accounting for about 10% of the amount. Compared to 2019, there was a 143% increase in the contracted amount referring to local suppliers without considering capacity increases. R$62.9 million was allocated for products and services from local companies. R$0.4 million were in Amazonas, R$8.9 million in Ceará, R$53.4 million in Maranhão, and R$0.02 million in Rondônia. [GRI 204-1] 8.1.1 Selection & Hiring To create value with a focus on commitment across the production chain, we select suppliers based on socio-environmental criteria, giving special attention to contracts that involve exposure to risk and require qualifications. Evaluations consider performance in regards to health, environmental, and safety (HES) issues; the amount and rate of accidents and incidents; the existence of standards and certifications; and the management of environmental impact risks by contractors. This analysis is supported by our HSE department which classifies the service to be contracted as high, medium, or low-risk, based on the technical scope and type of activity performed. In addition to this, suppliers, along with technical specifications, receive our "golden rules" and HSE annex documents to which they must attest understanding of. These precautions ensure the protection of people, the environment, and integrity of the facilities, in addition to meeting the minimum or specific compliance requirements. There is also a qualification process, with specific questionnaires for evaluation by the financial, legal, compliance, and HSE departments, as well as an integrity analysis questionnaire. When signing contracts, contractors must agree to abide by the HES appendix, golden rules, regulatory standards, and waste management, in addition to the technical scope that encompasses our contracted company management standards. Commissioning contractors for activities and/or services above R$500,000, either to represent us in interactions with government officials, with compensation by commission or success fees, and/or having been recommended by government officials, depends on prior approval by the board of executive officers and the compliance department, after performing due diligence. Contracts with these stakeholders include an anti-corruption clause and the relationship is governed by our third-party relations policy. ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 SUSTAINABILITY REPORT ENEVA 2020 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 87#88Integrity When Commissioning Suppliers Our ethical and compliance guidelines are disseminated to suppliers in contracts through an anti-corruption clause, compliance questionnaire, and a requirement for partners to adhere to the code of conduct for contractors during the supplier's systemic registration process. Every year, we also send a specific notice to suppliers with active contracts, informing of our internal guidelines when accepting any potential gifts. ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 SUSTAINABILITY REPORT ENEVA 2020 INTELLECTUAL & ORGANIZATIONAL CAPITAL Contractor Code of Conduct https://bit.ly/3i7VyP5 SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 88#898.1.2 Performance Evaluation Our supplier performance evaluation process became even more robust in 2020, covering more suppliers and departments. In 2019, we evaluated 10 suppliers/contracts for SPES Itaqui and Pecém II. In 2020, 33 suppliers were evaluated, corresponding to 37 contracts, for SPEs Itaqui, Pecém II, Parnaíba TPP, Parnaíba GPP and the well area. The overall supplier development index (SDI) was 79.3 in 2019. In 2020, we recorded a 10% improvement in overall service levels (87.3). The highlight was the improvement in HSE, from 82.8 in 2019 to 92.1 (reaching a level of excellence) in 2020. In our management system, there is also a rule outlining HSE requirements for contractors to ensure the protection of our people, the environment, and the integrity of facilities. In 2020, this rule was revised to become even stricter in relation to the requirements for the operating contractor vehicles, as a measure to reduce incidents. On the other hand, services provided by contracted companies working continuously in operational areas of our units must follow documents that establish cooperative and collaborative alignment between our management system and the partner companies. Because of the number of accidents reported with contractors, we also conducted the first cycle of contractor audits in 2020. Based on our HSE guidelines, we analyzed the management system of 22 supplier companies (including all construction companies). The audit identified 185 non-compliance events and 643 actions which will be closely monitored by our contract managers. We also implemented construction site visits by the health and safety manager and hired a local HSE professional to support day-to-day field demands. [GRI 403-1 | 403-9 | EM-EP-320a.2] HES Compliance with health, environment, safety standards, and rules. APPENDICES Workplace injuries 30% Scope of Evaluations Contract Management Compliance with commercial conditions, social security, and labor documentation. Desempenho de Fornecedores 30% 20% 20% SLAS Specific compliance with supply-related deliveries. Organization & Quality Overall compliance of supply-related activities. ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 89#908.2 COMMUNITIES [GRI 103-1 | 103-2 | 103-3-203-413 | 203-1 | 203-2] Our activities are inherent drivers of social development since energy production is key for socioeconomic progress. Additionally, our operations are located in regions with high growth potential. Our presence promotes the direct and indirect creation of local businesses and jobs (which we prioritize); important payments to landowners (promissory); as well as taxes and royalties. Added to this list is the training of people from local communities with the potential to increase the average wage, and replace liquid fuels, such as diesel and fuel oil, with natural gas, which has a strong economic, environmental, and social impact. In 2020, we paid royalties related to natural gas E&P activities in the Parnaíba complex, amounting to R$53,607,372.05. During the year, we had 226 leasing contracts with individuals, associations of small rural producers, and companies. The monthly nominal household income per capita in Maranhão is only R$676.00. In 2020, we invested R$6,258,954.53 in the use of third-party areas to pass gas pipelines and drill wells, among other E&P activities. According to the most recent data available (National Census - IBGE), our presence in the state also contributes to: INCREASING THE NUMBER OF COMPANIES AND SALARIED WORKERS Santo Antônio dos Lopes (MA) from 82 to 152 companies, and from 584 to 1,211 employees between 2010 and 2018. This does not include the positive impacts of the Parnaíba V construction work which began in July 2019 and, by 2020, had approximately 2,500 employees. HUMAN CAPITAL Training of people from local communities INCREASING THE VALUE OF THE AVERAGE WAGE Santo Antônio dos Lopes (MA) which went from 1.1x the minimum wage in 2010 to 3.8x the minimum wage in 2018. IMPROVING SOCIAL INDICATORS RELATED TO HEALTH AND EDUCATION Santo Antônio dos Lopes (MA) which correlates with the impact of the royalties we pay towards the municipality's health and education budget. According to data available in the accounting and fiscal information system of the public sector, the Basic Education Development Index (IDEB) of the initial years of elementary school went from 3.3 in 2009 to 4.9 in 2017. The infant mortality rate was at 18.85 deaths per 1,000 inhabitants and fell to 4.26: a 77.34% drop in the number of deaths between the periods analyzed (2009 and 2017). ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 90#918.2.1 Social Programs In order to empower communities through education, training, and sustainable development, in 2020 we promoted the standardization of our social programs. Three main pillars EDUCATION To improve school performance; reduce functional illiteracy and school dropout rates; support interdisciplinary projects in schools; train health and education professionals; and promote early childhood learning. INCOME GENERATION To increase monthly income; commercialization; economic empowerment; financial education; promote the consumer market in the locations where we operate; foster small businesses; and create partnership projects/public policies. FAMILY FARMING To strengthen family agriculture, we seek to support public agrarian programs and communities; promote agroecological production and organic certification; and stimulate an increase in organic commercialization. ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 SUSTAINABILITY REPORT ENEVA 2020 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL Social Programs Panorama Social Impacts Social Transformation people directly benefited by our voluntary social programs 62,000 8,000 Trained teachers Calls received in communication channels 95 Cities in the area 16 166 of influence Schools in the environmental education program 53 SOCIAL & RELATIONSHIP CAPITAL Resettled families 160 Children and teens with incentive to sports 250 Surrounding communities 71 37 23,000 Social Projects Students in the Sustainable Education project 350 Family farmers 21 123 Traditional communities Associations registered and formalized Tons of organic produce from school gardens NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 91#92B SOCIAL PROGRAMS PLO AGRICOLA NOVA DEMANDA GRICO MINDA BASED ON THESE PILLARS, IN 2020, WE SUPPORTED THE FOLLOWING ACTIONS IN OUR MUNICIPALITIES OF INFLUENCE TO PROMOTE KNOWLEDGE AND EMPOWERMENT OF THE BENEFITED COMMUNITIES, ENCOURAGING AND RESCUING THE SOCIAL PROTAGONISM OF THE COMMUNITIES AND PEOPLE INVOLVED, AND AVOIDING THE PERPETUATION OF A WELFARE STATUS. ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 92#93Nova Demanda Resettlement Nova Demanda Agricultural Project [GRI 413-1 | EM-EP-210A.3 | EM-EP-210B.1 | EU20 | OG12] The Nova Demanda resettlement project was developed in 2016, during the implementation process of the Parnaíba Complex, as a condition for the plant's environmental licensing. As a voluntary collective effort in the city of Santo Antônio dos Lopes, this project impacted 65 families through a participative model and respecting family bonds and the traditional lifestyle of the community, for which agriculture is the main source of income. The entire displacement process followed after meetings with the community and public authorities, home visits, and more. Aside from compensation, families were given houses and land for agroecological production. In 2020, after several years of negotiation and regularization in the notary offices of the region, we delivered the deeds for the houses and accompanying land. We donated to 57 of the 65 resettled families. Eight have not received the documents due to private issues which need to be resolved for release. The project also involves planning the transition from traditional production to agroecological, and finally, organic production, therefore relying on the agricultural support of technicians hired by us and by professors and students from Universidade Estadual do Maranhão (Uema). In 2020 we had the first local organic production on 69 hectares, with 40 kilos of produce such as passion fruit, beans, rice, parsley and chives. The produce was sold locally and simultaneously used for their own consumption, starting a cycle of sustainability, food security, and improvement in the quality of life of resettled people. The group has also started to set up a poultry farm on site to produce 100% organic chicken and eggs. In addition to specialized technical assistance in agroecology, we offered support in the creation of the Association of Producers and Farmers of Demanda, which legally represents the issues of family farming, expanding to local negotiations and commercialization. Another highlight of the year was obtaining the PRONAF legal statement of suitability (DAP), which provided the first approval of the agricultural project in a state program for family agriculture, the Mais Sementes, of the Maranhão government, which supports the production of essential foods. Through the program, farmers will receive seeds of rice, beans, corn, vegetables, and fruits, which will make it possible to diversify production. On the other hand, the program will also to reduce production costs. Other results are detailed below. 63 out of 65 relocated families still remain at the Nova Demanda resettlement 45 work in the Agricultural Project All children and teenagers of school age are duly enrolled in educational institutions (children or grandchildren of resettlers) First initiative to sell 100% organic products in the regiono through fairs serving the regions of the Parnaíba Complex ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 93#94Vila Canaã Resettlement HortCanaã Agricultural Hub [GRI 413-1 | EM-EP-210A.3 | EM-EP-210B.1 | EU20 | OG12] ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 SUSTAINABILITY REPORT ENEVA 2020 INTELLECTUAL & ORGANIZATIONAL CAPITAL In 2020, the Vila Canaã resettlement project was in a post-emancipation phase after having fulfilled and concluded all the commitments assumed with the environmental agency and Vila Canaã community. The period of financial support and technical monitoring concluded in December 2017. Evidence of the initiative were submitted in the emancipation report. Still, we continue to monitor the project's progress and contribute to the inclusion of new partners and public policies, mainly through the development of the HortCanaã agricultural hub: which aims to promote the community's financial sustainability, job market, income generation, and, consequently, local autonomy. This action started in 2009 as an alternative source of income for family farmers in the resettled community. The agricultural hub spanned across an area of approximately 60 hectares of land. In 2020, the production of organic cacao began in the region, and in a pioneering way in Maranhão, after the selection of a local chocolate factory that privileged the agro-forestry and agroecological cultivation regime adopted by the project. We will support the implementation of the new production, which will also have the support of the supplier development program (SDP), under the management of the Federation of Industries of the State of Maranhão (FIEMA). After the fruit is harvested, all sales will go to the Chocolates Tapuio factory, specialized in the "bean to bar" process, which demands quality from the selection of cocoa beans to the marketing of the chocolate bars. With an annual contract there is a guaranteed return of R$250,000 to the Agricultural Hub, which was already participating in 2020 in training courses with producers in Bahia. Other results accounted for in the year included: MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 94#95Vila Canaã Resettlement HortCanaã Agricultural Hub [GRI 413-1 | EM-EP-210A.3 | EM-EP-210B.1 | EU20 | OG12] 85 of the 95 relocated families still remain at the Vila Canaã resettlement. All children and teenagers of school age are duly enrolled in educational institutions (children or grandchildren of resettlers) The illiteracy rate verified at the beginning of the resettlement has been extinguished, and resident access to higher education increased. Since the beginning of the project, 96 residents have entered higher education. Local education level 18% Illiteracy 0% 59% Elementary School 8% 21% High School 64% 2% Higher Education 28% 2009 2020 The Farmers' Association of the Agricultural Hub received more than R$1.4 million through the school meals program and the federal government's food acquisition program, approval in calls for proposals and projects, in addition to income generated through external sales, fairs, and markets (between the years 2016 and 2020). Farmers are entirely responsible for managing and allocating funds provided. Increase of 233% in average income in 5 years The average income of farmers alone in 2020 was approximately R$2,500.00 Minimum Wage Average Income R$ 2,500 R$ 2,300 R$ 1,850 R$ 1,350 R$ 1,105 R$ 750 R$ 750 R$ 880 R$ 937 R$ 954 R$ 998 R$ 1,045 2015 2016 2017 2018 2019 2020 Production of short documentaries "Memórias de Canaã" [Memories from Canaã] 1st organic cocoa company of Maranhão New partnerships and innovation Organic Land https://youtu.be/ V_2jJTmwTc4 750 tons Farmers have harvested 750 tons of organic produce since 2017. The agricultural hub has already accumulated an area of 43 hectares of organic production Land of Culture and Education https://youtu.be/ dlQtFWlviAo Land of Opportunity https://youtu.be/ QgGdGJwbjps ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 95#96| Projeto Aprender [GRI 413-1 | EM-EP-210A.3 | EM-EP-210B.1] m Held in partnership with the NGO Laboratório de Educação (LABEDU), the Project focuses on improving the education in early childhood (0 to 6 years old). It has the purpose of training both direct (parents and teachers) and indirect (doctors, nurses, social workers) agents in inland cities of Maranhão, emphasizing areas of local vulnerability. In 2020, due to the Covid-19 pandemic, the program was revised to work in an online environment and to tend to parents and other caregivers of children during remote learning. Thus, in May, the publication of the Aprender content series began: Inside and outside the school, in partnership with the Maranhão Secretary of Education and Undime Maranhão. We started with the methodologies developed by Labedu over years of research and implementation and organized a set of audiovisual materials, published Monday through Friday on several channels, between May 8 and July 17. Furthermore, on August 17, the Aprender Linguagem project began, providing guidance to families and educators about the processes of language acquisition by children between the ages of o and 5. There were 417 registered participants, from 218 towns in Maranhão, including 169 educators from Capinzal do Norte, Lima Campos, Pedreiras, Trizidela do Vale, and Santo Antônio dos Lopes, and 248 representatives from another 213 towns in the state. C ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SUSTAINABILITY REPORT ENEVA 2020 SOCIAL & RELATIONSHIP CAPITAL NGO Laboratório de Educação (Labedu) labedu.org.br Aprender Linguagem aprenderlinguagem.org.br NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 96#97| Sustainable Education [GRI 413-1 | EM-EP-210A.3 | EM-EP-210B.1] Adopted in 2020 in Maranhão and Ceará, the action aims to promote sustainability, food security, and improvement in the pedagogical process through family agriculture, based on the following pillars: Horta Escolar Orgânica - Laboratory for improvement of the teaching and learning process; Food and Nutritional Safety; and Environmental Education (selective collection, recycling, composting, and vermicomposting). In 2020, due to Covid-19, the project was readapted, prioritizing the implementation of vegetable gardens in idle spaces in schools and institutions, involving teachers and lunch ladies. It has benefited teaching and care units for children and teenagers located in rural or peri-urban areas. All the gardens received 100% organic management, automated irrigation, temperature and rainfall monitoring equipment. PROCTO eDUC SAO VE | Quintal Produtivo [GRI 413-1 | EM-EP-210A.3 | EM-EP-210B.1] Directed to the quilombola communities Bom Jesus and São Francisco, which are part of the quilombola territory Bom Jesus dos Pretos, in the municipality of Lima Campos, state of Maranhão, the project aims to implement an integrated and sustainable agroecological production format in backyards or small areas within the family structures, as a new source of work and income for the beneficiaries. In this regard, since 2017 we offer support and technical monitoring to 140 families, as well as their own infrastructure to plant greens and raise animals, with the purpose of incrementing their income and improving the local quality of life. In 2020, Quintal Produtivo also benefited from the Mais Sementes Program of the government of Maranhão. In the year, 13 schools in Ceará and 30 in Maranhão benefited from the project in addition to Casa de Apoio Ninar in São Luís, which serves children with microcephaly and Down syndrome, by strengthening the organic gardens in the sensory garden The project also received the National Family Farming Seal from the Ministry of Agriculture, Livestock and Supply. Recognizing local agrarian activities as important for family farming in Brazil. The National Family Farming Seal is a federal recognition and promotes direct support to the families included in the project, with greater access to agrarian benefits. This is our second social project to receive such certification - the HortCanaã Agricultural Hub was awarded the National Family Farming Seal in 2019. AQUI TEM AGRICULTURA FAMILIAR ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL FINANCIAL CAPITAL CAPITAL RELATIONSHIP CAPITAL APPENDICES CAPITAL CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 97#98| Criança Energizada [GRI 413-1 | EM-EP-210A.3 | EM-EP-210B.1] In 2020, we carried out another selection for the Criança Energizada program, which encourages the practice of sports by children and teenagers in situations of social vulnerability in the state of Ceará. We received more than 900 applications, of which 215 were selected for the action, which also aims at improving sports performance and increasing school adherence and performance. The best-performing athletes compete for positions in professional youth academies of Ceará. SECRETARA REPROIAL DO COAGA HA AMACE RAS SUSTAINABILITY REPORT ENEVA 2020 eneva ALTY ПGA laço CRIANÇAS ENTRGIZA 20 ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL FINANCIAL CAPITAL CAPITAL RELATIONSHIP CAPITAL APPENDICES CAPITAL CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX ene PAGE 98#99| Coconut Breakers [GRI 413-1 OG9 | EM-EP-210A.3 | EM-EP-210B.1] We invested R$440,000 in the initiative - the first social investment of this size in the state of Maranhão -, aiming to expand the opportunities for growth and income generation for traditional communities in the region. Since 2017, we support the Association of Coconut Breakers (Amuquec), was created during the implementation of the Parnaíba Complex, when it received machinery and training on how to operate it, seeking to add value to products and byproducts of agroextraction activities. In 2019, a new training program was offered to workers and a partnership with the Industry Social Service (SESI) was made to diversify production by identifying new application possibilities. Already in 2020, a shed equipped with state-of- the-art materials for the manufacture of items produced with raw materials extracted from the babassu coconut was built from our donation. Currently, Amuquec is regularized and holds the Legal DAP (Pronaf Statement of Suitability), which enables it to participate in public projects and programs for productive inclusion. The project's next steps include its certification at the Ministry of Agriculture, so that the association can also participate in public tenders and public policies. In addition, work will be done to strengthen the Amuquec brand and expand the customer network. ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 99#1008.2.1.1 Projects supported In 2020, we received 450 project applications with national coverage, benefiting 12 projects in the fields of education, culture, and local development in Maranhão, Ceará, and Roraima, in areas of direct and indirect influence, through the incentive laws Child and Teenager Fund, Senior Citizen Fund, Sports Incentive, and Culture Incentive. The total amount contributed was R$1,338,600.00, all approved by our Donations and Sponsorship Committee. Furthermore, in Ceará and Maranhão we also had a workshop on "Project design and fundraising incentives", with the participation of social groups in the regions to increase the options for donations in the states, with a view to promoting emancipation and autonomy of projects - which is why we accompanied some representatives during the initial stages, such as registration, until fundraising. As a result of this work, the Fortaleza Down Association, fostered by us, was approved by the Ministry of Citizenship/ Special Department of Culture, in the Arte de Incluir Project, which will be an art festival aimed at raising awareness and promoting knowledge about down syndrome. Another beneficiary in the year was the Escola Debaixo das Árvores Project, developed in the metropolitan region of São Luís, which seeks to reduce the functional illiteracy that affects a large part of the vulnerable communities in Maranhão. We offered support to formalize the initiative, so that it can receive incentive funds, by commissioning an advisory firm specializing in regularization of social projects. By the end of 2020, the project was in the final stages of certification by the Ministry of Education. EDUCATION Projects supported 2020 8.2.1.2 Conflict Mediation [GRI 413-2 | EM-EP-210A.3 | EM-EP-210B.1] Throughout 2020 we conducted 647 conflict mediations directly related to the communities in our areas of direct and indirect influence. These mediations are conducted directly by an internal team and have a resolution deadline of 48 hours, thus seeking to avoid postponing the resolution of the conflicts in question. The main mediation topics in the year included issues such as Covid-19, impacts of operations, irregular occupations, and resettlements. Centro de Formação de Atletas Conselho Estadual da Criança e Adolescente do Ceará e Maranhão Conselho do Idoso Ceará e Maranhão Instituto Povo do Mar LOCAL DEVELOPMENT Museu da Pessoa* Instituto Ser Amado CULTURE Projeto Arte por Toda Parte Projeto Conexões Musicais Festival Digital de Parintins Projeto Atletas de Corpo e Alma Fortaleza Down *Institution received incentivized investments in 2019, with the funds being used in 2020. Conflict mediation - main themes 10% Others 24% Resettlement 34% Covid-19 15% Irregular occupations 18% Impacts from Operations Conflict mediation by operational unit Parnaíba Complex Itaqui Pecém 23 847 60 Mu Jaguatirica Azulão 8 13 16 20 13 7 2 13 2 16 10 30 3 2 12 1 1 15 4 19 13 10 1 15 19 15 12 16 Jan Feb 28 30 26 23 35 Mar Apr May Jun 25 Jul Aug Sep 6329 2356 332 12 Oct Nov Dec 22 ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 SUSTAINABILITY REPORT ENEVA 2020 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 100#101RS20 ENEVA Sustainability Report Eneva 2020 9 Natural Capital About This Report Letter from Management About ENEVA Fighting Covid-19 Intellectual & Organizational Capital Manufactured Capital Human Capital Social & Relationship Capital Natural Capital Biodiversity Air Emissions Greenhouse Gas (GHG) Emissions Resource Consumption and Allocation Financial Capital Appendices GRI Content Index SASB Content Index Credits & Corporate Information A new energy to change Brazil Environment https://youtu.be/5TYjgYJv6jl#102RENATO UEOKA CINTRA CORPORATE SERVICES OFFICER ENEVA To create value, and with a focus on commitment across the production chain, weselectsuppliers for ouroperations based on socio-environmental criteria, with special attention to contracts that involve exposure to risk and require qualification. We value long-term partnerships and prioritize engaging with local service and labor suppliers, in order to promote the development of the regions where we operate.#10309 NATURAL CAPITAL The commitment to environmental preservation and mitigation of socio- environmental impacts of our operations is an important pillar of our performance. Our activity, in itself, aims at expanding the use of natural gas, the main input for our generation plants and the cleanest of all fossil fuels. We wish to play an active role in the replacement of oil in the Brazilian electricity generation matrix and, with the Jaguatirica II TPP, for example, we will displace diesel oil generation in the State of Roraima with an estimated 35% reduction in Greenhouse Gas (GHG) emissions. Additionally, we have committed, without prejudice to the contracts already signed, not to make further investments in coal-fired generation plants. The operational guidelines, aspects and impacts focused on environmental management are centralized in our Health, Safety, Environment and Social Responsibility Management System - as health, safety, environment and social responsibility are inherent parts of our management, operation and decision-making processes. In 2020, 14 new environmental KPIs were implemented in our System, further strengthening the management of natural capital. The System is audited annually, both internally by our staff and/or consultants, and externally by accredited national and/or international certifiers, as well as by the environmental compliance inspection agencies themselves. ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 103#104The management and monitoring of the theme also follow our HSE policy, guidelines, manuals and procedures. With a view to continuous improvement, in 2020 we also created corporate norms, standardizing the operations of emissions, effluents, water resources, and waste. In order to promote engagement and facilitate communication, we started to periodically publish the Environmental Executive Bulletin and the Environmental Performance Report. Besides these, other critical analysis tools have been maintained, such as the Environmental Licensing Panel and the Dashboard for operational management of Environment KPIs in all units. In the analysis of new enterprises, the risks of potential damage to the environment, the workers' health, and the surrounding communities are analyzed by means of a risk matrix, which considers the potential severity and frequency of occurrence. Thus, we seek to minimize all extreme events, ensuring, from the conception of the projects, the lowest possible socio- environmental impact GRI 102-11 | EU11 01 CONTROL AND MONITORING OF AIR EMISSIONS 02 CONTROL AND MONITORING OF LIQUID EFFLUENTS 03 CONTROL AND MONITORING OF THE USE OF WATER RESOURCES WE MAINTAIN CONTROLS FOR ENVIRONMENTAL PROTECTION AND ADOPT STRICT STANDARDS OF ENVIRONMENTAL QUALITY IN ALL UNITS, AND THE RESULTS OF THIS MONITORING ARE PRESENTED TO THE APPROPRIATE ENVIRONMENTAL AGENCIES. THE MAIN PROGRAMS ARE: 04 MONITORING OF THE QUALITY OF SURFACE AND UNDERGROUND WATER 05 CONTROL AND MONITORING OF SOLID WASTE PROGRAMS FOR ENVIRONMENTAL CONTROL AND MONITORING 08 MONITORING OF LAND AND WATER FAUNA 06 MONITORING OF METEOROLOGY AND AIR QUALITY 09 MONITORING OF NOISE 07 MONITORING OF SOIL QUALITY 10 CONTROL AND MONITORING FOR THE RECOVERY OF DEGRADED AREAS ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL FINANCIAL CAPITAL CAPITAL RELATIONSHIP CAPITAL APPENDICES CAPITAL CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 104#1059.1 BIODIVERSITY [GRI 103-1 | 103-2 | 103-3-304 | 304-2 | OG4 | EM-EP-160A.1] UPON IMPLEMENTATION IN OPERATIONS Possible impacts on biodiversity as a result of our activities may occur during the implementation and operation of our generation and Exploration & Production (E&P) assets. To minimize them, we carry out biodiversity studies during the environmental licensing processes of the assets, both for the implementation and operation phases, and the impacts are monitored in accordance with procedures established by experts and approved by the appropriate agencies. The main potential impacts are related to the vegetation suppression, but we prioritize, whenever possible, already anthropized areas in our new projects. If this is not feasible, before construction, as required by Brazilian law, we carry out environmental impact studies and forest inventories to collect data on the habitat and subsequently obtain the requirement for Authorization for Vegetation Suppression (ASV). We also adopt all mitigating measures, such as not using heavy machinery and selective logging of species; in impacted areas, we carry out environmental compensation through the planting of native species and/or financial incentives for socio-environmental projects: in 2020, we maintained a preserved area of 434.8 hectares within the influence of our assets, of which 308 hectares in Parnaíba, 102 hectares in Azulão, and 24.8 hectares in Jaguatirica II. We also act to scare fauna away, but if this is not possible the animals are rescued by a team of specialized biologists, who reposition the fauna in nearby places or correctly send them to care centers. Furthermore, with our R2W business model, we cover shorter transportation routes and, consequently, smaller areas are required, with reduced need for vegetation suppression and impact on fauna. Environmental risks may arise from noise, waste disposal, effluent discharge, and air emissions. All are mitigated through strict Socio-environmental Control and Monitoring Programs. Our commitment to environmental impacts on biodiversity has become even more relevant in 2020, due to our growing presence in the Amazon. Socioenvironmental Projects Studies in the Amazon Operation strategy in the Amazon GRI Appendices Significant impacts of activities, products and services on biodiversity As a result, during the year we started studies to implement projects that encourage agro-forestry, forest replacement, and the conservation of green areas, so that we can make a true socio-environmental contribution to this very important region. INTELLECTUAL & ABOUT LETTER FROM ABOUT FIGHTING MANUFACTURED HUMAN ORGANIZATIONAL THIS REPORT MANAGEMENT ENEVA COVID-19 CAPITAL CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 105#1069.2 AIR EMISSIONS [GRI 103-1 | 103-2 | 103-3-305 | EM-EP-120A.1 | IF-EU-120A.1] One of the main impacts of energy generation and E&P activities is air emissions, the largest source being associated with the burning of fuel (coal and natural gas) to generate energy. Thus, due to its relevance, in 2020 we established a corporate procedure for Air Emissions Management, which describes the management process that must be considered in the monitoring and control of regulated air emissions and Greenhouse Gas (GHG) emissions from each operational asset, seeking to mitigate the impacts of activities on air quality in the area of influence; comply with the legal limits of emissions required under current Brazilian environmental laws, adopting control standards compatible with the best market practices; and manage GHG emissions. The procedure standardizes the performance of all operational units, also establishing that all of them must keep control of their air emissions by means of an inventory of emissions for gases regulated by law and GHG - in line with the GHG Protocol methodology. The goal is to know and understand the air emissions of the business based on the results of the inventory, making it possible to map improvement opportunities, which can be through process modification, fuel and/or raw material replacement, change in operational procedures, or improvement/ replacement of emission control systems. In all our generation assets, we monitor our regulated emissions through the Continuous Emissions Monitoring System (CEMS), internationally recognized and recommended by the United States Environmental Protection Agency (US EPA) to determine the concentration of gases and particulate matter. To do so, we have sensors installed inside the chimneys, with data updated every 15 minutes, which enables continuous monitoring, 24 hours a day. In 2020, the existing systems were strictly maintained. All our plants - with the exception of the Parnaíba IV TPP, which is composed of engines that do not have current regulations for the control and monitoring of air emissions - use technology called Low-Nox, which has the premise of low NOx emissions. The assembly formed by the combustion system and the boiler adopts the two-stage burner design, minimizing air injection and controlling the combustion temperature. Coal- fired plants also use SOx abatement equipment, the Semi-Dryer Absorber (SDA), and bag filters to reduce solid particulate emissions. In addition, the unloading of imported coal - which has a higher calorific power compared to the national coal, reduces fuel consumption and, consequently, CO2e/ MWh emissions - that is stored in our plants is done by conveyor belts that are enclosed in order to avoid fugitive emissions and noise. We have developed specific procedures to move the coal piles in our yards, and we apply chemicals (polymer) that bind the coal and water particles at specific times when the piles are being moved, thus preventing coal particles from being spread by the wind. Air Emissions Emissions of Nox, SOx and other significant air emissions [GRI 305-7] NOX SOX 2018 2019 2020 3,513,180.00 3,397,160.00 2,589,638.25 10,394,890.00 11,185,630.00 7,481,710.00 Particulate Matter 267,880.00 282,900.00 181,380.00 (PM) Other categories NA NA 124,032.48 (CO emissions) Note: Continuous and direct measurements ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED CAPITAL HUMAN NATURAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 106#1079.3 GREENHOUSE GAS (GHG) EMISSIONS [GRI 305-1 | 305-2 | 305-3 | 305-4 | 305-5 | IF-EU-110A.1 | IF-EU-110A.2] In 2020, in upholding the process of continuous improvement, our GHG emissions inventories started to detail the E&P segment, including not only the gas treatment and production units, but also the well drilling, seismic, and reservoir activities. We also started to report Scope 3, thus contemplating all GHG scopes and, also in order to increase data reliability, we started to use specific emission factors for stationary combustion, calculated for all our units separately. Independent Verification* Greenhouse Gas (GHG) Emissions [GRI 305-1305-2 | 305-3 | IF-EU-110A.1 | IF-EU-110A.2] tCO₂e 2018 2019 * 2020 Absolute GHG Emissions Scopes 1, 2 and 3 (tCO2e) 5,516,529 5,480,361 4,624,634 Scope 1 Emissions ** 5,501,218 5,478,635 4,604,036 [GRI 305-1] 2018 2019 2020 Scope 2 Emissions 15,311 1,726 1,673 [GRI 305-2] Scope 3 Emissions N/D N/D 18,925 GHG Intensity (tCO₂e/MWh) [GRI 305-3] TOTAL 5,516,529 5,480,361 4,624,634 0.60 * Encompasses seismic, well and reservoir drilling activities. ** Includes CO2, CH, NO and HFCS. 0.60 0.57 2018 2019 2020 Public Emissions Registry Study of Climate Risks In early 2021 we will undergo an independent verification audit of the 2020 GHG emissions inventories, certified according to ISO 14064 (GHG Inventory Verification). In addition, we have formally adhered to the GHG Protocol and will publish our inventories in the Public Emissions Registry. In line with these advances in our climate management, in 2021, in addition to starting a climate risk study, we also joined the Carbon Disclosure Project (CDP), assuming the commitment to promote greater transparency of our practices regarding the themes of "Climate Change" and "Water Security". ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 107#108Because of the reduction in total energy generated in 2020, mainly due to lower demand in the first half of the year as a result of Covid-19, our absolute GHG emissions were 16% lower than in 2019. Emissions from coal-fired plants were reduced by 28%, and those from gas-fired plants by 4%. Regarding the intensity of emissions, considering scopes 1 and 2 in the generation units, there was a 6% decrease in the 2020 result, due to the 8% increase in the share of gas in the composition of sources used, following the dispatch order from the system operator, as well as efforts to maintain high levels of operational efficiency. Absolute GHG Emissions Coal (tCO₂e) Absolute GHG Emissions Gas (tCO₂e) 2,733,838 2,717,433 2,684,208 1,933,661 2,730,626 2,617,126 2018 2019 2020 2018 2019 2020 GHG Intensity Coal (tCO₂e/MWh) GHG Intensity Gas (tCO₂e/MWh) 0.86 0.87 0.90 0.46 0.46 0.45 2018 2019 2020 2018 2019 2020 1 ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 108#1099.4 RESOURCE CONSUMPTION AND ALLOCATION [GRI 103-1103-2 | 103-3-303 | GRI 103-1 | 103-2 | 103-3-306 | GRI 302-1] 9.4.1 Water and Effluents [GRI 303-1 | 303-2 | 303-3 | 303-5 | IF-EU-140A.1 | IF-EU-140A.3] We adopt different guidelines and procedures for natural resource management and waste disposal, in order to contribute to environmental preservation. In relation to water, our generation assets represent the largest volume of withdrawal and consumption. Electricity consumption, which is less relevant, is partially supplied by two photovoltaic plants, which supply energy to the Primary Natural Gas Treatment Station of the Parnaíba Natural Gas Treatment System (NGTS), aiming to reduce the cost of energy from the local utility and increase the energy efficiency of our assets. In 2020, 17,681 MWh of electricity was consumed by our assets. 9.4.1.1 Water In the development of any project, a water availability study is carried out and the water quality is evaluated before any intervention. We also monitor the quality of the surface and subsurface waters in the areas of influence of our projects, according to the development phase of each asset. In 2020, we established the corporate procedure for the Management of Water Resources and Effluents, aimed at the standardization and efficient management of processes, in compliance with legal requirements and regulations in all operational units. Among other items, the procedure standardizes the monitoring metrics to measure efficiency in water withdrawal and water consumption by energy generated. From the consolidation of these indicators, reduction targets can be established and aligned with public policies. In addition, we require that suppliers with significant water-related impacts present all the documentation required under current environmental laws - water reduction and reuse practices are highlights when choosing these suppliers. We use water mostly in our generating units, and in the thermal power plants average consumption may vary according to the type of cycle and cooling technology used, ambient humidity and temperature, and also the chemical and physical characteristics of the water withdrawn, with the cooling of the water-steam cycle being the biggest consumer. The main physical-chemical characteristics are salinity and chlorine and, in the case of E&P, the greatest consumption is in the drilling of wells APPENDICES energy consumption in 2020 New water withdrawal Total (ML) New water withdrawal by source (ML) 2020 20% Water for 13,166 13,342 11,227 third parties 29% Surface water New water withdrawal in generation assets Intensity (ML/MWh) 1.45 1.49 1.39 2018 2019 2020 47% Seawater 4% Reinjection in a gas well 2018 2019 2020 ABOUT LETTER FROM ABOUT THIS REPORT MANAGEMENT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 109#110In 2020, we maintained the direct water withdrawal from the Mearim River (which is why we are part of the Mearim River Hydrographic Basin Committee), for the Parnaíba Complex, and from the São Marcos Bay, for the Itaqui TPP, both located in the state of Maranhão. At the Pecém II plant, we have maintained the use of water supplied by the Ceará Water Resources Management Company, COGERH. One highlight is the maintenance of high rates of water recycling in the cooling towers of Pecém II (with up to 15 recycles), due to our insertion in a water-stressed zone, dependent on the water stored in the Castanhão weir. In the Parnaíba Complex, there is also underground water withdrawal in specific and transitory situations, in order to guarantee the project's operational safety. Thus, in cases of a sudden shutdown of the adductor, along its course of 27 kilometers from the Mearim River to the plants, the water wells are activated. In all cases, we strictly comply with the operational and legal requirements set forth in the concession, monitoring the withdrawn flow and performing all legal analyses of water quality, both at the entrance and at the exit of the operations. In 2020, including power generation, E&P and construction, 11,223 ML of new water was withdrawn, 17% less than 2019, a reflection of the reduction in merit order dispatch. The main source of use continued to be seawater, as well as the main use in power generation activities. Water consumption, which is mainly through evaporation in the cooling towers of the plants, was 7,810 ML in 2020. The rate of new water withdrawal in energy generation activities has also been reduced by 6% when comparing the volumes withdrawn for each MWh generated. This decrease is due to the increased share of gas in the composition of the dispatch, according to the merit order of the national system operator. 9.4.1.2 Water/Effluent Disposal [GRI 303-4 | OG5 | IF-EU-140A.1] In all operations with disposal of water or effluents, we have established controls so that this activity is carried out following our internal guidelines and federal, state, and municipal legislation, with emphasis on compliance with Conama Resolution 430/2011 on the disposal of effluents. Our commitment is to guarantee the return of water in adequate and healthy conditions for the environment and the population, although there are no water discharges or runoffs that significantly affect bodies of water, habitats, or areas with high environmental sensitivity. The disposal of sanitary and oil effluents occurs by means of specialized companies contracted. In addition, we have our own Effluent Treatment Stations (ETE) and effluent monitoring and quality control programs before final disposal. In 2020, 3,439 ML of effluents were generated, considering all activities (power generation, E&P and construction sites). Effluent Generation Total (ML) 6.203 5.191 3.439 2018 2019 2020 ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SUSTAINABILITY REPORT ENEVA 2020 Effluent generation by source 2020 (ML) Water Disposal 2020 (ML) [GRI 303-4 | IF-EU-140A.1] (ML) 2020 (ML) Industrial 2.4 Surface water 2020 880.9 Oil 1.6 Reinjection in a gas well 6.4 Sanitary 16.0 Seawater 2,532.3 Cooling water 3,413.2 Produced water 6.4 Water for third parties 20.0 Total 3,439.6 Total 3,439.6 Effluent Generation by source (ML) 2020 99.23% Cooling water O 0.19% Industrial 0.07% Produced water 0.05% Oil 0.47% Sanitary SOCIAL & RELATIONSHIP CAPITAL Effluent generation in generation assets Intensity (ML/MWh) 0.69 0.57 0.43 2018 2019 2020 NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 110#1119.4.2 Waste [GRI 306-1 | 306-2 | 306-5 | IF-EU150A.1] Considering our activities, waste generation is less material, the highlight being ash generation from the coal-fired power generation process. The main waste generated in our activities are ash, from the coal-fired power generation activities in Itaqui and Pecém II, and clay gravel, from drilling natural gas wells, the second being of little relevance. Thus, the main impact is concentrated in the accumulation of ash in specific yards, which can contribute to the emission of particulate matter, as well as its final disposal in landfills, which can suffocate the local infrastructure due to the large amount of matter. Facing this challenge, over the past years we have developed sustainable practices for the reuse of ash, transforming it into a byproduct and, when this is not possible, following the law and promoting the correct disposal. As such, the ash is sold to cement companies in Maranhão and Ceará, which collect the input and reuse it to reduce the amount of clinker in their production line, indirectly reducing emissions. In 2020, 53,497 tons of ash were sent to co-processing, and, for another consecutive year, we were able to fully dispose of the total amount in cement plants for co-processing, therefore achieving 100% sustainable disposal. With this action, we comply with the National Solid Waste Policy and stop disposing of ash in landfills, both in Maranhão and Ceará, in which there has been no expansion in ash storage yards since 2015. Pursuing continuous improvement, in 2020 we also published a corporate procedure for Solid Waste Management, standardizing activities during the entire management process, from generation to final destination. The focus is to ensure the correct segregation, for temporary storage, transportation, and economical and environmentally adequate final disposal. Total waste associated with coal combustion and percentage recycled [IF-EU-150A,1.] (ML) Total CCR waste disposed of (in tons) Total CCR waste recycled (in tons) Percentage of CCR waste recycled (%) *Data revised from that published in the 2019 Report. [GRI 102-48] 2018 2019* 2020 57,448 53,497 57,448 53,497 100 100 ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 111#112RS20 ENEVA Sustainability Report Eneva 2020 10 Financial Capital About This Report Letter from Management About ENEVA Fighting Covid-19 Intellectual & Organizational Capital Manufactured Capital Human Capital Social & Relationship Capital Natural Capital Financial Capital Macroeconomic Scenario Economic-financial Performance Appendices GRI Content Index SASB Content Index Credits & Corporate Information 1,235.01 0.00 25,187.70 207.70 1.009 7,645.05 210.95 210.95 12,411.80 207.20 149.16 27,752.93 24.27 23.26 18.92 1.41%#113MARCELO HABIBE CHIEF FINANCIAL AND INVESTOR RELATIONS OFFICER ENEVA " We think outside the box, and year after year we continue to create opportunities for growth. We act with focus, agility, competence, and interest. The sum of all this results in our distinguished capacity to take advantage of the opportunities available in this promising market.#11410.1 MACROECONOMIC SCENARIO National Gross Domestic Product (GDP) was R$7.4 trillion in 2020, a decrease of 4.1% compared to 2019, after three years of subsequent growth. The drop - the most significant of the annual series started in 1996 and measured by the Brazilian Institute of Geography and Statistics (IBGE) - was caused by the total or partial shutdown of several economic activities due to the Covid-19 pandemic. Brazil's official inflation, measured by the Extended National Consumer Price Index (IPCA), is expected to rise to 4.52% in 2020 (4.31% in 2019). In comparison with 2019, Brazilian exports and imports also dropped. The nominal exchange rate ended 2020 with depreciation of 28.93% from the previous period. The interest rate, measured by the Selic Rate, was 2% in the period. The average unemployment rate for the year was 13.5%, the highest since 2012, with about 13.4 million people looking for work in the country, according to data from IBGE's National Continuous Household Sample Survey (PNAD Contínua), also impacted by the Covid-19 pandemic. 10.2 ECONOMIC-FINANCIAL PERFORMANCE [GRI 103-1 | 103-2 | 103-3-201] Despite the scenario of economic contraction and reduced levels of thermal power plant dispatch, we generated net revenues of R$3.243 million, a growth of 3.4% compared to 2019. The lower dispatch of thermal power plants led to a decrease in operating costs, mainly fuel costs, which totaled R$1,745 million for the year. Operating expenses grew by 20% to R$449 million, due to the increase in the number of employees resulting from our growth strategy and various expenses related to the initiatives to prevent and combat Covid-19. As a result, our EBITDA totaled R$1,616 million, an increase of 8.2% over the previous year. Net income for the year grew 67.7%, in the same comparison, reaching R$1,007 million. ECONOMIC-FINANCIAL INDICATORS Net Operating Revenue 2019 2020 Change 3,137.4 3,243.3 3.4% EBITDA ICVM 527/12 1,456.7 1,598.9 9.8% EBITDA excluding dry wells' 1,493.7 1,616.9 8.2% - EBITDA Margin (excluding dry wells) 47.6% 49.9% 2.2 p.p. Net Result 600.8 1,007.6 67.7% Investments 1,056.2 2,272.4 115.1% Notes: Operating Cash Flow 1,413.6 1,292.0 -8.6% Net Debt (R$ Billion) 3.9 5.2 35.6% Net Debt/EBITDA2 2.7 3.3 23.5% The results are detailed in our 2020 Financial Statements, available on the Investor Relations website. https://bit.ly/3ydDloX 1 EBITDA calculated in accordance with the guidelines of ICVM 527/12 and the accompanying Note, adjusted to exclude the impact of dry wells. 2 Calculated considering the cumulative EBITDA as per the ICVM 527/12 guidelines for the last 12 months. ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 114#11510.2.1 Investments In 2020, we invested R$2.3 billion, more than double the amount recorded in 2019, with 84% of the funds in 2020 allocated to the construction of the Azulão-Jaguatirica integrated project and the Parnaíba V TPP, scheduled to start operating in 2021 and 2022, respectively. Capex R$ million B TRANSITION BOND SITAWI Finanças do Bem www.sitawi.net In September 2020, SITAWI Finanças do Bem issued an opinion on the Transition Bond classification, in the amount of R$574 million, of our 2nd series of the 6th debenture issue. 2019 2020 Change (%) Coal Generation 83.6 37.9 (54.7) Gas Generation 109.0 135.2 24.0 Parnaíba V 364.7 705.3 93.4 Azulão-Jaguatirica 300.2 1,209.3 302.8 Upstream 163.8 174.8 Distributed Generation 14.5 (0.9) 6.7 (105.8) Holding 20.5 10.7 (47.8) Total 1,056.2 2,272.4 115.1 10.2.2 Indebtedness In December 2020, our consolidated gross debt totaled R$7,143 million, an increase of 26.3% over the previous year, as a reflection of investments in the implementation of Parnaíba V and Azulão-Jaguatirica. The average maturity of the consolidated debt was 6.0 years. As a result of our ongoing liability management efforts, we continue to improve our debt profile. At the end of 2020, our consolidated net debt was R$5.2 billion, equivalent to a net debt/EBITDA ratio of 3.3x. THE FUNDS WILL BE USED TO IMPLEMENT THE PARNAÍBA V AND AZULÃO-JAGUATIRICA PROJECTS. SITAWI used its proprietary valuation method, which, in the absence of principles for transition bonds, is aligned with AXA IM's Guidelines for Transition Bonds, Green Bond Principles (GBP), the International Finance Corporation (IFC) Performance Standards, the publication Don't Lose This Bond4, and other internationally recognized sustainability standards. SITAWI's opinion is based on: Analysis of the issue according to the bond indenture and our financial statements; Socio-environmental performance of the projects according to the licensing process and management procedures; Performance of the corporate ASG5. The analysis used information and documents provided by us, some of them confidential, desk research, and interviews with teams responsible for the debenture issue, the projects, and business management. This process was carried out in August and September 2020. SITAWI had access to all documents and persons requested, and can therefore provide an opinion with a reasonable level of assurance regarding completeness, accuracy, and reliability.relação a completude, precisão e confiabilidade. ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 115#11610.3 RATINGS S&P Global and Fitch Ratings have reaffirmed our ratings for 2021: S&P Global Fitch Ratings AAA AA+ Long Term National Scale Stable outlook Long Term National Scale Stable outlook S&P Global also reaffirmed the ratings of our debenture issues in 2021: 180.27660067 Original reports from 2020 and the maintenance reports for our positions are available on our Investor Relations website. https://bit.ly/312Q7Ts 42628 151475 86146 74319030016001 Eneva S.A. Principal issued Maturity Issue Rating Recovery Rating 2nd debenture issue [1st series] R$ 750 million May 2024 brAAA 3 2nd debenture [2nd series] R$ 750 million May 2027 brAAA 3 2nd debenture [3rd series] R$ 530 million May 2029 brAAA 3 3rd debenture issue [single series] R$ 681 million December 2027 brAAA 3 5th debenture issue [single series] R$ 675 million 6th debenture issue [1st series] R$ 384 million 6th debenture issue [2nd series] R$ 588 million June 2030 September 2030 September 2035 brAAA 3 brAAA 3 brAAA 3 857307464 2153 00498467897 ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 116#11710.4 STOCK PERFORMANCE Our shares are traded under the ticker ENEV3 and we are listed on the Novo Mercado, B3's highest level of corporate governance. We are also part of IBRX 100, the Brazilian stock exchange index, and on the last business day of the year we received the news of our inclusion in the Ibovespa index. At the end of the period, our shares were quoted at R$15.53 (value "ex-split", i.e. already adjusted to reflect the split of all our shares at the ratio of one common share to four common shares, as announced in the Notice to Shareholders published on March 11, 2021), 42% higher than the R$10.92 recorded in the last trading session of 2019, and above important indicators, such as the Ibovespa (Ibov) and the Electric Power Index (IEE), which ended 2020 with an increase of 0.4% and 7%, respectively. 10.5 VALUE ADDED DISTRIBUTION [GRI 201-1] In 2020, we registered a total additional amount to be distributed of R$2,127,433 thousand, of which R$304,776 thousand are directed to personnel (direct compensation, benefits, unemployment fund, and contributions); R$311,640 in taxes, fees and contributions; R$504,481 thousand for third party capital compensation; and R$ 1,006,536 5 thousand for own capital compensation. | Stock Performance (Base 100) 140 130 120 R$ 10.97 110 100 90 80 70 60 R$ 15.53 ENEV3 IBOV IEE Jan/20 Feb/20 Mar/20 Apr/20 May/20 Jun/20 Jul/20 Aug/20 Sep/20 Oct/20 Nov/20 Dec/20 Although we do not manage the company concerned with stock prices in the short term, in the long term the stock price is a measure of the progress made over the years: in the last four years, since our "Re-IPO", our stock has considerably outperformed both the Ibovespa and the IEE Index: 426%, compared to 55% and 96%, respectively. Value Added Distribution 2020 47% Return on Equity 14% Personnel 15% Taxes, fees and contributions 24% Return on third-party capital APPENDICES Value Added Distribution ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 117#118RS20 ENEVA Sustainability Report Eneva 2020 11 Appendices About This Report Letter from Management About ENEVA Fighting Covid-19 Intellectual & Organizational Capital Manufactured Capital Human Capital Social & Relationship Capital Natural Capital Financial Capital Appendices GRI Content Index SASB Content Index Credits & Corporate Information#11911 APPENDICES About This Report Materiality 1/2 Strategic Pillar Material Topic [GRI 102-44] GRI Correlation Limit SASB Correlation SDG Correlation [GRI 102-46] Contribution to local socioeconomic development >> GRI 203: Indirect economic impacts [GRI 203-1 | 203-2] >> GRI 204: Procurement practices [GRI 204-1] In and out None Local Development Engagement with local communities, traditional peoples and vulnerable groups >> GRI 413: Local Communities [GRI 413-1 | 413 2] >> Energy Industry [EU20] In and out None >> Oil & Gas Industry [OG9 | OG12] 1, 8, 10 Ethics, integrity and prevention against corruption >> GRI 205: Anticorruption [205-1 | 205 2] Inside None >> GRI 419: Socioeconomic Compliance [GRI 419-1] Governance and transparency Energy security and contribution for access to energy >> Energy Industry [EU1 | EU2 | EU6] 7,16 Inside IF-EU-240a.4 IF-EU-550a.2 ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 SUSTAINABILITY REPORT ENEVA 2020 INTELLECTUAL & ORGANIZATIONAL CAPITAL BACK SOCIAL & MANUFACTURED CAPITAL HUMAN NATURAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 119#12011 APPENDICES About This Report Materiality 2/2 Strategic Pillar People and Relations Material Topic [GRI 102-44] Health and safety of employees and third parties Promotion of healthy work relationships Pollution prevention Emission management GRI Correlation >> GRI 403: Occupational Health & Safety [GRI 403-1 | 403-2 | 403-3 | 403-4 | 403-5 | 403-6 | 403-7 | 403-8 | 403-9 | 403-10] >> Energy Industry [EU14 | EU16] >> GRI 202: Market presence [GRI 202-1] >> GRI 401: Employment [GRI 401-1 | 401-2 | 401-3] >> GRI 406: Non-discrimination [GRI 406-1] BACK Limit SASB Correlation SDG Correlation [GRI 102-46] Inside IF-EU-320a.1 3,8 Inside None IF-EU-110a.1 IF-EU-110a.2 >> GRI 305: Emissions [GRI 305-1 | 305-2 | 305-4 | 305-5 | 305-7] Inside IF-EU-150a.1 IF-EU-120a.1 Biodiversity protection and respect for the biome >> GRI 304: Biodiversity [GRI 304-2 | 304-3] >> Oil & Gas Industry [OG4] Efficient environmental management Inside None 6,7,13,15 >> GRI 303: Water and effluents [GRI 303-1 | 303-2 | 303-3 | 303-4 | 303-5] Protection and management >> GRI 306: Waste [GRI 306-1] Inside of water resources IF-EU-140a.1 IF-EU-140a.3 >> Oil & Gas Industry [OG5] >> GRI 201: Economic Performance [GRI 201-2] Climate Strategy >> Oil & Gas Industry [OG2] Inside None ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 120#12111 APPENDICES ABOUT ENEVA Stakeholder - Engagement and frequency approach 1/7 Stakeholder Engagement approach Employees [GRI 102-12 | 102-13 | 102-43] BACK Engagement frequency Regular contact through management routines in the offices, internal communications, daily and weekly safety dia-logs, general meetings for alignment of all employees (e.g. Open Conversation), among other initiatives for the alignment and engagement of these stakeholders with our most relevant themes. Frequent Suppliers Academic institutions Ministry of Mines and Energy (MME) Contact with local, national, and international suppliers for participation in preferentially competitive processes, fol-lowing the applicable rules (guidelines, policies, and procedures) and seeking the best market practices, aiming at commercial agreements that benefit both parties and meet the business demands for materials and services. Communication can be done via a digital platform, maintaining the transparency and history of the processes, and is complemented by interactions through formalizations by email and meetings. Additionally, supplier performance will be monitored based on performance criteria and indicators, aiming to build a partnership relationship to mitigate risks, promote transparency and feedback between internal customers and suppliers for a joint pursuit of continuous improvement. Contact with researchers and professors from research centers and universities for theoretical and academic de-velopment of projects that are on the innovation agenda of the oil and gas and energy sectors. Frequent meetings in Brazil and abroad with renowned academic institutions with the objective of taking subsidies, collaborating, and in-vesting in research projects. Support is given mainly through partnerships, encouraging research in the entities. Contact with the minister and/or secretaries of the departments for alignment regarding the implementation of poli-cies for the electric power industry that impact our business or the industry; discussion of the industry's planning, with monitoring of the security of energy supply and definition of preventive actions, when applicable. Contact can occur via letters, through the MME's official systems, or through meetings. Frequent Frequent Frequent Empresa de Pesquisa Energética (EPE) Contact with technicians and/or secretaries, mainly to discuss subsidies for the formulation, planning and implemen-tation of actions related to the national energy policy, including topics related to electricity auctions. Contact can occur via letters, through EPE's official systems, or through meetings. Frequent National System Operator (NSO) Contact with technicians and managers for topics related to: planning the operation of electric power generation; providing subsidies for planning the expansion of the electricity system; and the elaboration of optimized dispatch programs based on declared availability. Contact can occur via letters, through the ONS official systems, or through meetings. Frequent ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL GRI NATURAL FINANCIAL APPENDICES CAPITAL CAPITAL CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 121#12211 APPENDICES ABOUT ENEVA Stakeholder - Engagement and frequency approach 2/7 Stakeholder Engagement approach [GRI 102-12 | 102-13 | 102-43] Industry associations Particularly with those related to the electricity, oil & gas, industrial, and other industries pertinent to our core busi-ness. Engagement occurs mainly via email and in meetings. Maranhão Government Maranhão State Department of Industry and Commerce Maranhão State Department of the Environment Maranhão State Finance Department BACK Engagement frequency Permanent Meetings with the secretaries of departments related to the most critical issues for our operation. Participation in events related to the environment, natural gas, and energy organized by the Government of Maranhão. Support in fighting Covid-19. Permanent Meetings with the department's Secretary and technical team for the implementation of new projects in the state. Institutional dialogues via letters and follow-up of administrative processes. Meetings with the environmental agency's technical team to expedite environmental licensing and permits, as well as to find the best synergy between the environmental compensation processes and our projects. Meetings with the technical team of the treasury agency to diligence administrative processes overseen by our legal and fiscal teams. Frequent Permanent As needed Maranhão, Amazonas, Ceará and Roraima State Departments of Health Collaboration with the governments in fighting the Covid-19 pandemic, in addition to receiving support from the technical team to clarify doubts about the execution of other health policies linked to Brazil's national health system (SUS). As needed ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL GRI NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 122#12311 APPENDICES ABOUT ENEVA Stakeholder - Engagement and frequency approach 3/7 Stakeholder Engagement approach Empresa Maranhense de Administração Portuária (Emap) [GRI 102-12 | 102-13 | 102-43] We have developed a permanent dialogue with Emap, which manages the port of Itaqui, through which the coal from the Itaqui TPP is imported. Companhia Maranhense de As holder of the concession for piped gas distribution services in Maranhão, Gasmar is responsible for operating and maintaining the gas pipeline that connects the gas treatment unit to the Gás (Gasmar) Parnaíba Thermal Power Complex. Local governments in inland cities of Maranhão To clarify doubts about our operations, social projects, and the distribution of royalties. Support in fighting Covid-19. Government of Ceará Ceará State Department Meetings with the secretaries of departments related to the most critical issues for the operation of Pecém II TPP. Support in fighting Covid-19. BACK Engagement frequency Permanent Permanent Permanent As needed It is the state agency responsible for public policies related to the Industrial and Port Complex. We hold meetings with the technical teams to discuss solutions for the problem of irregular As needed of Economic Development occupations in areas close to the Pecém Industrial and Port Complex. and Labor Ceará State Department Meetings are held with the environmental agency's technical team to diligence the administrative processes of envi-ronmental licensing and permits. of the Environment As needed ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 123#12411 APPENDICES ABOUT ENEVA Stakeholder - Engagement and frequency approach 4/7 Stakeholder Engagement approach [GRI 102-12 | 102-13 | 102-43] Companhia de Gestão dos Recursos Hídricos do Estado do We maintain a commercial relationship with the company responsible for the water supply of the Pecém Industrial and Port Complex. Ceará (Cogerh) São Gonçalo do Amarante Local Government Meeting with the municipal secretaries about the execution of partnerships in social projects. Amazonas Government Amazonas State Department of Economic Development, Science, Innovation & Technology Companhia Amazonense de Gás (Cigás) Meeting with the governor and state secretaries with competence in public policies that impact our operations and future projects. Support in fighting Covid-19. BACK Engagement frequency As needed Frequent Frequent Monitoring the implementation of the Azulão-Jaguatirica project, as well as other actions related to the positive im-pact generated by us in the economic development of the state's inland cities. Occasional Stakeholder in the Amazonas gas market, especially in the distribution of piped gas to captive consumers. Permanent Local governments of inland cities of Amazonas Considering that the Azulão-Jaguatirica project is partially located in the municipalities of Silves and Itapiranga, con-tact is constant and covers various topics, such as social responsibility, information to ensure the safety of opera-tions and employees, and assistance in facing Covid-19. Permanent ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & GRI MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 124#12511 APPENDICES ABOUT ENEVA Stakeholder - Engagement and frequency approach 5/7 Stakeholder Engagement approach [GRI 102-12 | 102-13 | 102-43] Government of Roraima Meetings with the governor and state secretaries who have competence in public policies impacting the implemen-tation of the Jaguatirica II TPP. Brazilian Electricity Regulatory Agency (ANEEL) National Agency for Petroleum, Natural Gas and Biofuels (ANP) Landowners BACK Engagement frequency Permanent Recurrent contact for meeting regulatory obligations and sending information for inspection of energy generation activities (either via official letters, through the agency's official systems, or in meetings). Permanent Recurrent contact for meeting regulatory obligations and sending information for inspection of oil and gas explora-tion and production activities (either via official letters, through the agency's official systems, or in meetings). Permanent To ensure the activities and safety of the residents of the locations where we operate, we negotiate and liaison with all landowners in the regions of the natural gas exploration and production activities. In 2020, we had 226 leasing agreements with individuals, associations of small rural producers and companies, totaling R$6,258,954.53 invested in the permissory. The agreements formalize our relationship with landowners for the passing of pipelines and drill-ing of wells, among other oil and natural gas exploration and production activities in the state of Maranhão. We also have an ombudsman service for the local population. Permanent Community Leaders Gatherings, meetings, communications and visits. Residents of Areas of Direct Influence (ADI) Gatherings, meetings, communications and visits. Monthly Monthly ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & GRI MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 125#12611 APPENDICES ABOUT ENEVA Stakeholder - Engagement and frequency approach 6/7 Stakeholder Engagement approach [GRI 102-12 | 102-13 | 102-43] Gas pipeline owners Visits Residents of the right-of-way area Visits of the transmission line Representatives of social projects Gatherings, meetings, communications and visits. Non-Governmental Organizations (NGOs) Educational units Meetings. Gatherings, meetings, committees, communications and visits. Institutional partners (Embrapa, Sesi, Universidade Estadual do Maranhão, Universidade Federal) Gatherings, meetings, committees, communications and visits. BACK Engagement frequency Monthly Monthly Monthly As needed Monthly Monthly ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 126#12711 APPENDICES ABOUT ENEVA Stakeholder - Engagement and frequency approach 7/7 Stakeholder Engagement approach [GRI 102-12 | 102-13 | 102-43] Municipal and State Governments Gatherings, meetings, committees, communications and visits. Press Investors Publishing of releases, interviews and relationship meetings. Engagement frequency As needed BACK For each material disclosure and to introduce spokespeople One-on-one and group meetings, online and in person, and participation in live streams Disclosure of announcements, material facts, notices, and other official communications of facts and news via the CVM system and publication on our Investor Relations (IR) site. Disclosure of results via the CVM system, publication on the IR website, and a public conference call open to the entire market to present and discuss the results. Participation in broker conferences Non-Deal Roadshows to meet current and potential investors. Frequent Upon occurence of any event or fact that requires communication to the market, according to the applicable law Quarterly, according to the CVM calendar According to the annual calendar of each bank - in general, six participations per year, according to invitations re-ceived, availability and interest Approximately twice a year, upon demand and interest Our Investor Day, called Eneva Day Annual ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED CAPITAL HUMAN CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 127#12811 APPENDICES HUMAN CAPITAL Ratio of the lowest wage to the local minimum wage, by gender* [GRI 202-1] BACK Eneva (general) Azulão (Amazonas and Roraima) Itaqui (Maranhão) Lowest wage in the company (R$) 1,826.27 Lowest wage in the company (R$) 1,976.45 Lowest wage in the company (R$) 2,060.02 Local minimum wage (R$) 1,045.00 Local minimum wage (R$) 1,045.00 Local minimum wage (R$) 1,045.00 Ratio 1.75 Ratio 1.89 Ratio 1.97 Eneva (Rio de Janeiro) Pecém II (Ceará) Parnaíba (Maranhão) Lowest wage in the company (R$) 2,445.28 Lowest wage in the company (R$) 2,030.85 Lowest wage in the company (R$) 1,826.27 Local minimum wage (R$) 1,238.11 Local minimum wage (R$) 1,045.00 Local minimum wage (R$) 1,045.00 Ratio 1.98 Ratio 1.94 Ratio 1.75 *There is no differentiation of pay by gender. ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 128#12911 APPENDICES HUMAN CAPITAL New hires and employee turnover* [GRI 401-1] Number of new hires Ratio of new hires 2018 2019 2020 2018 2019 2020 CAPITAL HUMANO New hires and employee turnover* [GRI 401-1] BACK 2018 Number of dismissals 2019 Turnover rate 2020 2018 2019 2020 By age group 185 173 247 By age group 127 Below 30 46 41 100 30.87% 29.29% 35.46% Below 30 15 From 30 to 50 126 112 129 20.49% 16.49% 18.35% From 30 to 50 96 Over 50 13 20 18 16.67% 22.73% 21.95% Over 50 16 2566 103 87 9 12 20.47% 17.86% 19.86% 77 59 18.05% 13.92% 13.37% 17 16 18.59% 21.02% 20.73% By gender 185 173 247 By gender 127 103 87 Men 148 110 190 21.57% 15.32% 22.75% Men 100 78 73 18.08% 13.09% 15.75% Women 37 63 44 57 23.72% 33.33% 24.57% Women 27 25 14 20.51% 23.28% 15.30% By region 185 173 247 By region 127 103 87 Midwest о 0 0 Midwest 0 0 0 Northeast 128 71 91 20.95% 11.60% 14.26% Northeast 82 67 52 17.18% 11.27% 11.21% North 1 89 0.00% 33.33% 91.75% North 1 Southeast 57 101 67 25.00% 34.59% 20.18% Southeast 45 35 South 0 FO 11 0.00% 33.33% 51.55% 24 22.37% 23.29% 13.70% South Total 555 519 741 Total 381 309 261 * New hirings and dismissals considered the total base of employees hired in the respective years (by the definition of the term employee, interns and young apprentices are excluded). The following employment regimes are being considered: CLT indefinite term (permanent), CLT fixed term (temporary), and PwDs (permanent). * New hirings and dismissals considered the total base of employees hired in the respective years (by the definition of the term employee, interns and young apprentices are excluded). The following employment regimes are being considered: CLT indefinite term (permanent), CLT fixed term (temporary), and PCDs (permanent). ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL SUSTAINABILITY REPORT ENEVA 2020 SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX PAGE 129#13011 APPENDICES HUMAN CAPITAL Parental leave, by gender [GRI 401-3] Number of employees BACK Number of employees 2019 2018 2020 2018 2019 2020 Employees entitled to parental leave Employees who stayed for 12 months after returning from leave Men 686 718 835 Men 18 27 38 Women 156 189 232 Women 4 4 6 Total 842 907 1,067 Total 22 22 31 44 4 Employees who went on parental leave Return to work rate by gender Men 28 40 40 26 Men Women 7 5 4 Women Total 35 45 30 Total Employees who returned after parental leave Men Women Total 100% 100% 100% 100% 100% 100% 100% 100% 100% Return to work rate by gender 806 28 37 26 Men 95% 96% 95% 2 7 2 Women 67% 67% 75% 34 44 28 Total 88% 91% 92% ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 130#13111 APPENDICES HUMAN CAPITAL Workplace injuries [GRI 403-9 | EM-EP-320a.2] Deaths Employees Contractors 2018 2019 2020 BACK 2018 2019 2020 Element failure at Conjunto Solidário de Barreira (CSB) Total or partial demand failure of a safety-critical operational system Loss of higher primary containment of oil O O 0 Lost Time Injury Frequency 0.44 0.54 0.63 Near-Miss Frequency Rate (NMFR) Employees 0.52 0.46 0 Contractors 0.38 0.87 0.67 Near-Miss 2018 2019 2020 о о 0 O о о 0 о о 6.96 3.65 1 39 46 46 I 1 о о 1 о O 17 1 1 7 16 Loss of significant primary containment of oil Emergency shutdowns of the process plant Emergency Shutdowns ESD Emergency gas burning or emission Loss of significant primary containment of matter with high damage potential Criminal acts without loss / damage Near-Miss (others) Total Recordable Incident Rate (TRIR) 3.33 1.99 2.62 Employees 2.61 0.96 2.28 Contractors 3.81 2.61 2.69 Falling objects Lost Time Employees 2 3 8 Number of days lost 30 60 210 1 о 1 Employees 15 61 Contractors 1 3 7 Contractors 15 60 149 Fatality Rate (FAT) Employees Contractors 5 2 о о 2 0 0 2 0 о о 2 о 19 11 ABOUT LETTER FROM ABOUT FIGHTING INTELLECTUAL & ORGANIZATIONAL SOCIAL & MANUFACTURED HUMAN NATURAL THIS REPORT MANAGEMENT ENEVA COVID-19 CAPITAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 131#13211 APPENDICES HUMAN CAPITAL Diversity in the workforce by functional category and gender [GRI 405-1] CEO Executive Officers Managers Experts Coordinators Administrative Operational* Total BACK 2018 2019 2020 Total Men Total Women % men % women Total Men Total Women % men % women Total Men Total Women % men % women 1 100% 0% 1 100% 0% 1 0 100% 0% 6 1 90% 10% 9 1 90% 10% 6 1 90% 10% 41 5 89% 11% 41 5 89% 11% 41 5 89% 11% 30 23 57% 43% 30 23 57% 43% 30 23 57% 43% 29 13 69% 31% 29 13 69% 31% 29 13 69% 31% 122 86 59% 41% 122 86 59% 41% 122 86 59% 41% 454 28 94% 6% 454 28 94% 6% 454 28 94% 6% 686 156 81% 19% 686 156 81% 19% 686 156 81% 19% To calculate the number of employees, the employees under CLT indefinite term, CLT definite term, and PwD work regimes were accounted for. *Employee classification for the "Operational" functional category includes the positions of Supervisors, Operators and Technicians. ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 132#13311 APPENDICES HUMAN CAPITAL Diversity in the workforce by functional category and age group [GRI 405-1] BACK 2018 2019 2020 Total Total Total <30 30-50 > 50 % <30 % % Total Total Total % 30-50 > 50 < 30 30-50 > 50 <30 % 30-50 % Total > 50 < 30 Total 30-50 Total > 50 % < 30 % 30-50 % > 50 CEO 1 о 0% 100% 0% 1 о 0% 100% 0% 1 о 0% 100% 0% Executive 3 7 0% 30% 70% 4 6 0% 40% 60% 0 Officers Managers 1 33 12 2% 72% 26% 1 42 15 2% 72% 26% Experts 2 44 7 4% 83% 13% 1 51 00 8 2% 85% 13% 1 442 49 O 4 5 0% 44% 56% 52 17 0% 75% 25% 49 13 2% 78% 21% Coordinators 2 34 6 5% 81% 14% 2 42 6 וס 4% 84% 12% O 44 6 0% 88% 12% Administrative 59 139 10 28% 67% 5% 67 181 12 26% 70% 5% 99 213 19 30% 64% 6% Operational* 85 361 36 18% 75% 7% 69 358 41 15% 76% 9% 101 403 40 19% 74% 7% Total 149 615 78 18% 73% 9% 140 679 88 15% 75% 10% 201 766 100 19% 72% 9% To calculate the number of employees, the employees under CLT indefinite term, CLT definite term, and PwD work regimes were accounted for. * Employee classification for the "Operational" functional category includes the positions of Supervisors, Operators and Technicians. ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT FIGHTING ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 133#13411 APPENDICES NATURAL CAPITAL Energy consumption in 2020 (GJ) [GRI 302-1] Coal Diesel Consumption of non-renewable sources Gasoline Natural Gas Total Headquarters E&P Generation Total 0 23,710,916 23,710,916 0 67,410,842 111,121,373 111,121,373 0 O 438,782 1,660,279 2,099,061 322,875 51,979,384 52,302,259 O 68,172,499 188,471,952 256,644,451 Electricity 1,122 20,712 42,942 64,776 Energy Consumption Self-generated elec-tricity 0 O 0 0 Total 1,122 20,712 42,942 64,776 Total Energy Consumption 1,122 68,193,211 188,514,894 256,708,105 BACK ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 134#13511 APPENDICES NATURAL CAPITAL Significant impacts of activities, products and services on biodiversity [GRI 304-2] Project License Number Issue Date Suppressed Area Animals Res-cued/Removed Deaths Parnaíba 001/2020 08/01/2020 E&P Engineering Parnaíba 010/2020 02/03/2020 ACCT 017/202 09/05/2020 Jaguatirica II Construction 001/20/DLA 08/01/2020 0.13 Jaguatirica II Construction 005/20/DLA 21/01/2020 9.52 Azulão Construction 039/20 24/04/2020 1.55 E&P Engineering 20219202018357 22/05/2020 0.99 Parnaíba 20219202018359 06/03/2020 12.90 Parnaíba 20219202023899 13/07/2020 5.78 846 235 72 12 8 24 BACK ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 135#13611 APPENDICES FINANCIAL CAPITAL Statement of Value Added - Consolidated Fiscal Years ended December 31, 2020 and 2019 (in R$ thousand) [GRI 201-1] 2019 2020 Revenue 3,462,970 3,649,119 Sale of goods, products and services 3,424,069 Other revenue 38,901 3,545,106 104,013 Inputs acquired from third parties (including ICMS and IPI taxes) Materials, energy, outsourced services and others (1,284,634) (1,222,831) (1,265,394) (943,194) Generation inputs (128,499) (328,421) Loss and recovery of asset values Gross value added Depreciation and amortization Net value added produced by the organization Value added received in transfer Results from Equity Investments Financial income Interest on loan and debenture operations Shared services Other Total value added to distribute Distribution of value added Personnel Direct compensation Benefits FGTS and contributions Taxes, fees and contributions Federal State Municipal Fees and contributions Return on third-party capital Interest on loans and debentures Other financial expenses Foreign exchange and monetary variation Rentals Other Return on equity Net Income for the year Income (loss) for the year attributed to non-controlling shareholders 109,259 48,784 2,178,336 (490,053) 1,688,283 2,426,288 (482,150) 176,251 (2,339) 1,944,138 183,295 (8,763) 167,246 186,864 1,384 9,960 5,194 1,864,534 2,127,433 1,864,534 2,127,433 295,350 304,776 217,126 202,162 67,807 91,963 10,417 10,651 344,634 311,640 319,615 (58,292) 184,680 28,679 416 1,177 82,895 97,104 625,470 504,481 217,299 287,206 295,941 74,942 63,077 121,056 18,397 19,323 30,756 1,954 599,080 600,798 (1,718) 1,006,536 1,007,606 (1,070) BACK ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED CAPITAL HUMAN CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 136#137RS20 ENEVA Sustainability Report Eneva 2020 About This Report Letter from Management About ENEVA Fighting Covid-19 Intellectual & Organizational Capital Manufactured Capital Human Capital Social & Relationship Capital Natural Capital Financial Capital Appendices GRI Content Index SASB Content Index Credits & Corporate Information 12 GRI Content Index seramado ser amado WARUSIC seramod seramado eramado#13812 GRI CONTENT INDEX [GRI 102-55] General Disclosure PROFILE OF ORGANIZATION GRI Standard 102-1: Name of the organization 102-2: Activities, brands, products and services 102-3: Location of headquarters 102-4: Location of operations 102-5: Ownership and legal form 102-6: Markets served GRI 102 102-7: Scale of the organization General Disclosure Disclosure Rio de Janeiro/RJ BACK Comments/ Omissions Page 102-8: Information on employees and workers 102-9: Supply chain 102-10: Significant changes to the organization and its supply chain 102-11: Precautionary principles of approach 102-12: External initiatives 102-13: Membership of associations No significant changes were identified in the organization's operations and its supply chain 15 15,16 16 40 15,16 21 72,73 87 104 22, 121-127 22, 121-127 ABOUT LETTER FROM ABOUT THIS REPORT MANAGEMENT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL SOCIAL & MANUFACTURED HUMAN CAPITAL CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 138#13912 GRI CONTENT INDEX [GRI 102-55] General Disclosure STRATEGY GRI Standard Disclosure Comments/ Omissions 102-14: Statement from senior decision-maker GRI 102 General Disclosure 102-15: Key impacts, risks and opportunities General Disclosure ETHICS AND INTEGRITY GRI Standard Disclosure 102-16: Values, principles, standards and norms of behavior GRI 102 General Disclosure 102-17: Mechanisms for advice and concerns about ethics Comments/ Omissions BACK Page 11, 12 48 Page 20, 43, 44,45,47, 50,57 45 ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 139#14012 GRI CONTENT INDEX [GRI 102-55] General Disclosure GOVERNANCE GRI Standard 102-18: Governance structure 102-19: Delegation of authority Disclosure 102-22: Composition of the highest governance body and its committees 102-23: Chair of the highest governance body 102-24: Nominating and selecting the highest governance body 102-25: Conflicts of interest GRI 102 General Disclosure 102-27: Collective knowledge of the highest governance body 102-28: Evaluating the highest governance body's performance 102-29: Identifying and managing economic, environmental and social impacts 102-30: Effectiveness of risk management processes 102-31: Review of economic, environmental and social topics 102-32: Highest governance body's role in sustainability reporting 102-35: Remuneration policies 102-36: Process for determining remuneration BACK Comments/ Omissions Page 40 41 41 41 40 45 42 42 48 48 48 7 79 79 ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & GRI MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 140#14112 GRI CONTENT INDEX [GRI 102-55] General Disclosure ENGAGEMENT OF STAKEHOLDERS GRI Standard Disclosure 102-40: List of stakeholder groups GRI 102 General Disclosure 102-41: Collective bargaining agreements 102-42: Identifying and selecting stakeholders 102-43: Approach to stakeholder engagement 102-44: Key topics and concerns raised Comments/ Omissions In 2020, 84.26% of employees were covered by collective bargaining agreements (86.16% in 2019 and 70.77% in 2018). BACK Page 8,9,22 8 8, 22, 121 8,9, 119, 120 ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & GRI MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 141#14212 GRI CONTENT INDEX [GRI 102-55] General Disclosure REPORTING PRACTICES GRI Standard Disclosure 102-45: Entities included in the consolidated financial statements 102-46: Defining report content and topic boundaries 102-47: List of material topics 102-48: Restatements of information 102-49: Changes in reporting 102-50: Reporting period GRI 102 General Disclosure 102-51: Date of most recent report 102-52: Reporting cycle 102-53: Contact point for questions regarding the report 102-54: Claims of reporting in accordance with GRI standards 102-55: GRI content index 102-56: External assurance BACK Comments/ Omissions Page 7 8,16, 119, 120 8 Restatements of information are described and justified throughout the report. 72, 111 8 September 23, 2020 Annual 7 I 7 7 138-159 7 ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & GRI MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 142#14312 GRI CONTENT INDEX [GRI 102-55] Material Topics ECONOMIC PERFORMANCE GRI Standard BACK Disclosure Comments/ Omissions Page 103-1: Explanation of the material topic and its boundaries GRI 103 Management approach 103-2: The management approach and its components 103-3: Evaluation of the management approach GRI Standard GRI 201 Economic Performance Disclosure 201-1: Direct economic value generated and distributed 201-2: Financial implication and other risks and opportunities due to climate change 114 114 114 Comments/ Omissions Page 49 117,136 ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED CAPITAL HUMAN CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 143#14412 GRI CONTENT INDEX [GRI 102-55] Material Topics INDIRECT ECONOMIC IMPACTS GRI Standard BACK Disclosure Comments/ Omissions Page 90 103-1: Explanation of the material topic and its boundaries GRI 103 Management approach 103-2: The management approach and its components 103-3: Evaluation of the management approach 90 90 GRI Standard GRI 203 Indirect Disclosure Comments/ Omissions Page 90 203-1: Infrastructure investments and services supported 90 economic impact 203-2: Significant indirect economic impacts ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 144#14512 GRI CONTENT INDEX [GRI 102-55] Material Topics PROCUREMENT PRACTICES GRI Standard BACK Comments/ Omissions Page Disclosure 87 87 62 87 103-1: Explanation of the material topic and its boundaries GRI 103 Management approach 103-2: The management approach and its components 103-3: Evaluation of the management approach Comments/ Omissions Page Disclosure GRI Standard 87 GRI 204 204-1: Proportion of spending on local suppliers Procurement practices ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 145#14612 GRI CONTENT INDEX [GRI 102-55] Material Topics ANTICORRUPTION BACK Disclosure Comments/ Omissions Page 44,45,47 GRI Standard 103-1: Explanation of the material topic and its boundaries GRI 103 Management approach 103-2: The management approach and its components GRI Standard GRI 205 Anticorruption 2016 103-3: Evaluation of the management approach Disclosure 205-1: Operations assessed for risks related to corruption 205-2: Communication and training about anti-corruption policies and procedures 44,45,47 44,45,47 Comments/ Omissions Page 45,47 44 ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED CAPITAL HUMAN CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 146#14712 GRI CONTENT INDEX [GRI 102-55] Environment ENERGY GRI Standard 103-1: Explanation of the material topic and its boundaries BACK Disclosure Comments/ Omissions Page 109 109 109 GRI 103 Management approach 103-2: The management approach and its components GRI Standard GRI 302 Energy 103-3: Evaluation of the management approach Disclosure Comments/ Omissions Page 109, 134 302-1: Energy consumption within the organization ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 147#14812 GRI CONTENT INDEX [GRI 102-55] Environment WATER AND EFFLUENTS GRI Standard 103-1: Explanation of the material topic and its boundaries BACK Disclosure Comments/ Omissions Page 109 109 109 GRI 103 Management approach 103-2: the management approach and its components 103-3: Evaluation of the management approach GRI Standard Disclosure Comments/ Omissions Page 109 303-1: Interactions with water as a shared resource 303-2: Management of water discharge-related impacts GRI 303 Water 303-4: Water discharge by source 303-3: Total water withdrawal by source 303-5: Total water consumption 109 110 109 109 ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 148#14912 GRI CONTENT INDEX [GRI 102-55] Environment BIODIVERSITY GRI Standard BACK Disclosure Comments/ Omissions Page 105 GRI 103 Management approach 103-1: Explanation of the material topic and its boundaries 103-2: The management approach and its components 103-3: Evaluation of the management approach 105 105 GRI Standard Disclosure Comments/ Omissions Page GRI 304 Biodiversity 105, 135 Significant impacts of activities, products and services on biodiversity ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 149#15012 GRI CONTENT INDEX [GRI 102-55] Environment EMISSSIONS GRI Standard 103-1: Explanation of the material topic and its boundaries BACK Disclosure Comments/ Omissions Page 106 106 GRI 103 Management approach 103-2: The management approach and its components 103-3: Evaluation of the management approach GRI Standard Disclosure 305-1: Direct (Scope 1) GHG emissions GRI 305 Emissions 305-2: Indirect (Scope 2) GHG emissions 305-3: Other indirect (Scope 3) GHG emissions 305-4: GHG emissions intensity 305-5: Reduction of GHG emissions 305-7: Nitrogen oxides (NOX), sulfur oxides (SOX) and other significant air emissions 106 Comments/ Omissions Page 107 107 107 107 107 106 ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 150#15112 GRI CONTENT INDEX [GRI 102-55] Environment WASTE GRI Standard 103-1: Explanation of the material topic and its boundaries BACK Disclosure Comments/ Omissions Page 109 109 109 GRI 103 Management approach 103-2: The management approach and its components GRI Standard 103-3: Evaluation of the management approach Disclosure 306-1: Waste management and significant impacts relating to waste GRI 306 Waste 306-2: Management of significant impacts relating to waste 306-5: Waste sent for final disposal Comments/ Omissions Page 111 111 777 ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 151#15212 GRI CONTENT INDEX [GRI 102-55] Environment SUPPLIER ENVIRONMENTAL ASSESSMENT GRI Standard BACK Comments/ Omissions Page Disclosure 87 87 62 87 103-1: Explanation of the material topic and its boundaries GRI 103 Management approach 103-2: The management approach and its components 103-3: Evaluation of the management approach GRI Standard Disclosure GRI 308: Supplier environmental assessment 308-1: New suppliers that were screened using environmental criteria Comments/ Omissions Page 87 ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 152#15312 GRI CONTENT INDEX [GRI 102-55] Social EMPLOYMENT GRI Standard GRI 103 Management approach Disclosure 103-1: Explanation of the material topic and its boundaries 103-2: The management approach and its components 103-3: Evaluation of the management approach GRI Standard GRI 401 Employment 401-1: New employee hires and employee turnover Disclosure 401-2: Benefits provided to full-time employees that are not provided to temporary or part-time employees 401-3: Parental leave BACK Comments/ Omissions Page 70 70 70 Comments/ Omissions Page 72, 73, 129 79,80 80,130 ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED CAPITAL HUMAN CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 153#15412 GRI CONTENT INDEX [GRI 102-55] Social OCCUPATIONAL HEALTH AND SAFETY GRI Standard BACK Disclosure Comments/ Omissions Page 103-1: Explanation of the material topic and its boundaries GRI 103 Management approach 103-2: The management approach and its components GRI Standard 103-3: Evaluation of the management approach Disclosure GRI 403 Occupational Health and Safety 403-1: Occupational health and safety management system 403-2: Hazard identification, risk assessment, and incident investigation 403-3: Occupational health services 403-4: Worker participation, consultation and communication on occupational health and safety 403-5: Worker training on occupational health and safety 403-6: Promotion of worker health 403-7: Prevention and mitigation of occupational health and safety impacts directly linked by business relationships 403-8: Workers covered by an occupational health and safety management system 403-9: Work-related injuries 403-10: Work-related ill health Comments/ Omissions There is no record of occupational diseases, casualty due to occupational disease or cases of professional diseases of mandatory communication of our activities. 81 81 81 Page 81, 89 81 83 82 84 83 81 81 84, 89, 131 ABOUT LETTER FROM ABOUT THIS REPORT MANAGEMENT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL MANUFACTURED HUMAN CAPITAL CAPITAL SOCIAL & RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 154#15512 GRI CONTENT INDEX [GRI 102-55] Social DIVERSITY AND EQUAL OPPORTUNITIES GRI Standard BACK Disclosure Comments/ Omissions Page 72 72 103-1: Explanation of the material topic and its boundaries GRI 103 Management approach 103-2: The management approach and its components 103-3: Evaluation of the management approach GRI Standard GRI 405 Diversity and equal opportunities Disclosure Comments/ Omissions 405-1: Diversity of governance bodies and employees 72 Page 72, 73, 74, 75,76, 83, 132, 133 ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 155#15612 GRI CONTENT INDEX [GRI 102-55] Social NON-DISCRIMINATION GRI Standard GRI 103 Management approach Disclosure 103-1: Explanation of the material topic and its boundaries 103-2: The management approach and its components 103-3: Evaluation of the management approach GRI Standard GRI 406: Disclosure 406-1: Incidents of discrimination and corrective actions taken Non-discrimination BACK Comments/ Omissions Page 76 76 76 Comments/Omissions There were no cases of discrimination registered in 2020 Page ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 156#15712 GRI CONTENT INDEX [GRI 102-55] Social LOCAL COMMUNITIES GRI Standard GRI 103 Management approach Disclosure 103-1: Explanation of the material topic and its boundaries 103-2: The management approach and its components 103-3: Evaluation of the management approach GRI Standard Disclosure 413-1: Operations with local community engagement, impact assessments and development programs GRI 413 Local communities 413-2: Operations with significant actual and potential negative impacts on local communities BACK Comments/ Omissions Page 90 Comments/ Omissions 90 90 Page 93, 94, 95, 96, 97, 98, 99 48,100 ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED CAPITAL HUMAN CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 157#15812 GRI CONTENT INDEX [GRI 102-55] Social ELECTRIC UTILITY SECTOR SUPPLEMENT GRI Standard Disclosure EU1: Installed capacity, broken down by energy source and by country or regulatory regime Electric Utility Sector Supplement (EU) EU2: Energy sent to the grid, broken down by energy source and regulatory regime EU6: (DMA) Management approach to ensure electricity availability in the short and medium terms. Availability and reliability. EU8: (DMA) Research and development related to electricity and promotion of sustainable development EU11: Average efficiency of thermo power plants generation by source of energy and regulatory system EU14: (DMA) Programs and processes to ensure the availability of qualified labor EU16: Employee and subcontractors/outsourced workers health and safety policies and rules (DMA) EU20: (DMA) Management process for communities relocation ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 SUSTAINABILITY REPORT ENEVA 2020 INTELLECTUAL & ORGANIZATIONAL CAPITAL BACK Comments/ Omissions Page 55 55 55, 56, 65, 66 37,38,39 56,104 77 81 93, 94, 95 SOCIAL & MANUFACTURED CAPITAL HUMAN CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX PAGE 158#15912 GRI CONTENT INDEX [GRI 102-55] Social OIL AND GAS SECTOR SUPPLEMENT GRI Standard OG2: Total invested in renewable energy Disclosure OG4: Number and percentage of operations whose risk to biodiversity is analyzed and monitored Oil and Gas OG5: Water volume and discharge Sector Supplement OG9: Operations with traditional communities affected, with engagement strategies implemented OG12: Operations with involuntary resettlement Comments/ Omissions We allocated funds in renewable energy of R$15 million in 2019 and R$0.9 million in 2020, respectively, 1.4% and 0.04% of investment against total capital expenditures and acquisitions over the years. BACK Page 105 110 99 93,94,95 ABOUT LETTER FROM ABOUT FIGHTING THIS REPORT MANAGEMENT ENEVA COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & GRI MANUFACTURED CAPITAL HUMAN CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 159#160RS20 ENEVA Sustainability Report Eneva 2020 About This Report Letter from Management About ENEVA Fighting Covid-19 Intellectual & Organizational Capital Manufactured Capital Human Capital Social & Relationship Capital Natural Capital Financial Capital Appendices GRI Content Index SASB Content Index Credits & Corporate Information SASB Content Index PRE#16113 SASB CONTENT INDEX Topic Emissions management / Prevention of pollution Emissions management / Prevention of pollution Protection of biodiversity and respect for biome Engagement with local communities Engagement with local communities Employees and outsourced works health and safety conditions Operations assessed as to corruption-related risks Emissions management / Prevention of pollution Emissions management / Prevention of pollution Emissions management / Prevention of pollution Accounting Metric BACK Code GRI Disclosure Page Discussion of strategy or plans to discuss risks, opportunities and impacts related to air emissions EM-EP-110a.3 201-2 49 Air emissions of the following pollutants: (1) NOx (excluding N20), (2) SOx, (3) volatile organic compounds (VOCs) and (4) particulate matter (PM10) EM-EP-120a.1 305-7 106 Description of environmental management policies and practices for active sites EM-EP-160a.1 103-2, 103-3/304 33,105 Discussion of engagement processes and due diligence practices related to human rights, indigenous rights and operations in areas of conflict EM-EP-210a.3 413-1; 413-2 48, 93, 94, 95, 96, 97, 98, 99, 100 48, 93, 94, 95, 96, 97, Discussion of process to manage risks and opportunities associated with rights and interests of community EM-EP-210b.1 413-1; 413-2 98, 99, 100 Discussion of management systems used to integrate a culture of safety throughout the life cycle of exploration and production EM-EP-320a.2 403-9 84, 89 e 131 Description of management system that prevents corruption and bribery across the value chain EM-EP-510a.2 205-1 45,47 (1) Scope 1 gross global emissions 1, percentage covered by (2) regulations restricting emissions and (3) emissions report regulations IF-EU-110a.1. 305-1 107 Greenhouse gas emissions (GEE) associated with energy supply IF-EU-110a.2 305-2 107 Air emissions of the following pollutants: (1) NOx (excluding N2O), (2) SOX, (3) particulate matter (PM10), (4) lead (Pb) and (5) mercury (Hg); percentage of each in or near areas of dense population IF-EU-120a.1 305-7 106 ABOUT THIS REPORT LETTER FROM MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN CAPITAL CAPITAL RELATIONSHIP CAPITAL NATURAL CAPITAL FINANCIAL APPENDICES CAPITAL GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 161#16213 SASB CONTENT INDEX Topic Protection and management of water resources Protection and management of water resources Emissions management / Prevention of pollution Energy security and contribution to access energy Accounting Metric (1) Total water withdrawn, (2) total water consumed, percentage of each in regions with high or extremely high baseline water stress Description of water management risks and discussion of strategies and practices to mitigate those risks Amount of coal combustion residuals (CCR) generated, percentage recycled (1) System average interruption duration index (SAIDI), (2) system average interruption frequency index (SAIFI) and (3) customer average interruption duration index (CAIDI), inclusive of major event days IF-EU-1408.1 303-3; 303-4; 303-5 IF-EU-140a.3 303-1; 303-2 IF-EU-150a.1 306-3; 306-4; 306-5 IF-EU-550a.2 None BACK Code GRI Disclosure Page 109, 110 109 111 The availability index includes the non-availabilities due to scheduled (teip) and non-scheduled downtime (teif), when the plant is unavailable for total delivery of energy requested. To reach the annual result, monthly availabilities are weighted by the number of days of each month. NOS Availability 2018 2019 2020 Pecém II 96.3% 81.0% 98.3% Itaqui 91.4% 99.1% 97.3% Parnaíba I 96.3% 97.7% 90.5% Parnaíba II 93.5% 97.2% 94.8% Parnaíba III 97.2% 98.4% 97.4% Parnaíba IV 92.2% 96.1% 97.2% ABOUT LETTER FROM THIS REPORT MANAGEMENT ABOUT ENEVA FIGHTING COVID-19 INTELLECTUAL & ORGANIZATIONAL CAPITAL SOCIAL & MANUFACTURED HUMAN NATURAL CAPITAL CAPITAL RELATIONSHIP CAPITAL CAPITAL FINANCIAL CAPITAL APPENDICES GRI CONTENT INDEX SASB CONTENT INDEX SUSTAINABILITY REPORT ENEVA 2020 PAGE 162#163RS20 ENEVA Sustainability Report Eneva 2020 About This Report Letter from Management About ENEVA Fighting Covid-19 Intellectual & Organizational Capital Manufactured Capital Human Capital Social & Relationship Capital Natural Capital Financial Capital Appendices GRI Content Index SASB Content Index Credits & Corporate Information 14 Credits and Corporate Information#16414 CREDITS AND CORPORATE INFORMATION ENEVA S.A. Praia de Botafogo nº 501, Bloco 1, 4º e 6º andares - Botafogo Rio de Janeiro (RJ) - Brasil CEP: 22.250-040 Phone: +55 21 3721-3030 https://eneva.com.br/sustentabilidade E-mail: [email protected] Materiality Matrix SITAWI Finanças do Bem GRI Advisory Ability Sustentabilidade Writing and proofreading KMZ Conteúdo Graphic Design, Layout and Illustrations Agência AZVDO Photos ENEVA's source, Adobe Stock and Unsplash.com DISCLAIMER The photos used in this report, which were captured during the pandemic period, followed the health and safety protocols established by the Company. Photos that were captured before the pandemic period were also used.#165eneva